[00:00:04]
          OKAY, MISS KRISTEN, LET'S GET THIS ONE GOING. 
          [2. Call to Order]
I GUESS WE CAN RECOGNIZE OURSELVES FOR A QUORUM HERE TODAY. 
          GO AHEAD AND OPEN THIS. SO THE FORMALITIES ARE OUT OF THE WAY. 
          COUPLE RULES HERE. SO, KEVIN K.J. CAN'T HEAR US UNLESS WE ARE SPEAKING IN TO OUR
MICROPHONE, SO HE'S NOT PICKING UP THE AUDIO. SO IF YOU ARE SPEAKING TURN YOUR MICROPHONE ON. 
          AND THEN WE REALLY HAVE A COUPLE MAIN GOALS THAT WE NEED TO ACCOMPLISH BY 11. 
          EVERYBODY GOOD FROM 9 TO 11? OKAY, KEVIN, WE'RE GOING TO HAND IT OVER TO YOU. 
          [3. Strategic Planning Workshop This item is a facilitated workshop for the City Council and senior staff to discuss and develop the City’s strategic goals, priorities, and desired direction. The Council may discuss numerous broad topics, such as public safety, infrastructure, development, community services, parks and recreation, water resources, public works, finance, council pillars, policies and procedures and other matters related to the desired direction and plans for the City, as well as general issues and matters related to the current and future needs and expectations for the City. The Council may reach broad consensus on the mission, values, priorities, expectations, milestones, funding options and opportunities for the City, but no final decision or vote will occur.]
LET YOU DRIVE, BUD. THANKS FOR BEING HERE, SIR. 
          IT'S GOOD TO SEE EVERYONE. JUST GIVE ME A THUMBS UP. 
          COUNCIL. MEMBERS. IF IF YOU'RE HEARING ME LOUD AND CLEAR. 
          EXCELLENT. OKAY, WE'LL DIVE RIGHT IN. A FEW KEY TAKEAWAYS FROM OUR LAST SESSION. 
          THAT I WANT TO HIGHLIGHT. ONE WAS THE COUNCIL RECOGNIZED WITHOUT,
WITHOUT THE GOAL OF FINDING BLAME, BUT JUST OBSERVING WHERE THE CITY IS. THE COUNCIL SAID,
HEY, AS A COUNCIL, WE NEED TO ELEVATE OUR GOVERNANCE CAPACITY. THAT WAS A KEY IDENTIFICATION. 
          THE EXECUTIVE TEAM ALSO IDENTIFIED, HEY, WE'VE GOT TO GROW IN OUR EXECUTIVE CAPABILITIES. 
          AND THEN FROM AN OPERATIONAL SERVICE DELIVERY STANDPOINT,
THERE WAS A RECOGNITION WE'VE GOT TO IMPROVE THERE. 
          AND SO OUR GOAL TODAY IS REALLY TO LOOK AT TAKING A STEP FORWARD IN GOVERNANCE CAPACITY. AND ONE OF THOSE STEPS IS GETTING CLARITY ON WHAT WE'RE TRYING TO ACHIEVE. 
          AND I KIND OF WANT TO BREAK THAT DOWN TO A MORE BITE SIZED GOAL. 
          AND THAT IS THE COUNCIL AS IT IS CURRENTLY CONSTRUCTED,
HAS TEN MONTHS LEFT. 
          AND THEN, YOU KNOW, I DON'T, YOU KNOW, PEOPLE MAY RERUN MAY NOT,
YOU KNOW, BUT THE ODDS ARE THAT COUNCIL MAY LOOK A LITTLE DIFFERENT TEN MONTHS FROM NOW. 
          AND SO I THINK A QUESTION FOR THIS CURRENT COUNCIL,
ONE KEY QUESTION WE WANT TO ASK TODAY IS WHAT, WHAT DOES SUCCESS LOOK LIKE FOR THIS COUNCIL OVER THE NEXT TEN MONTHS? SECONDLY, WE ALREADY IDENTIFIED AREAS OF FOCUS,
WHICH I WILL RECITE HERE IN JUST A MOMENT, BUT I'D LIKE FOR THE COUNCIL TO START TODAY TO START TAKING A STAB AT PUTTING A LITTLE
MORE TEETH ON, ON, ON THAT. SO MORE, YOU KNOW, SPECIFIC OBJECTIVES FOR THE CITY THAT THE THAT THE EXECUTIVE AND OPERATIONAL TEAMS HAVE TO THEN GO IN AND WALK OUT. 
          AND THEN THE THIRD THING IS WE'RE NOT GOING TO ACCOMPLISH TODAY,
BUT I WANT TO KEEP IT IN THE FOREFRONT OF OUR MINDS BECAUSE I THINK IT IMPACTS, NUMBER ONE, WHICH IS WHAT DOES SUCCESS LOOK LIKE? IT IS HOW DOES THIS COUNCIL LAY THE GROUNDWORK TO SET THE NEXT COUNCIL UP FOR SUCCESS,
SO THAT WE'RE TRYING TO BUILD THAT HABIT MOVING FORWARD THAT EACH COUNCIL OPERATES KNOWING THAT THERE'S ANOTHER
COUNCIL COMING. 
          AND I'M MAKING MYSELF A NOTE. SO THREE THINGS. 
          NUMBER ONE, WHAT DOES SUCCESS LOOK LIKE FOR THIS COUNCIL OVER THE NEXT TEN MONTHS? NUMBER
TWO, SPECIFIC OBJECTIVES TO TO GIVE MARCHING ORDERS TO THE THE ORGANIZATION AS A WHOLE. 
          AND THEN NUMBER THREE, SETTING THE NEXT COUNCIL UP FOR SUCCESS. 
          I WOULD LIKE BECAUSE I THINK IT'S THE MOST PRACTICAL FOR US TO START WITH NUMBER TWO
SPECIFIC OBJECTIVES. 
          SO LET ME READ FOR YOU. MY NOTES FROM OUR LAST MEETING. 
          THE COUNCIL SAID THERE ARE FOUR AREAS OF FOCUS THAT I HEARD THE COUNCIL COMMUNICATE. 
          NUMBER ONE WAS PUBLIC SAFETY. NUMBER TWO INFRASTRUCTURE. 
          NUMBER THREE. CUSTOMER SERVICE. AND INCLUDED IN THAT IS THE CONCEPT OF OF DOING BUSINESS
WITH THE CITY. 
          [00:05:01]
AND THE NUMBER FOUR WAS QUALITY OF LIFE. AND I WANT TO ADD A FIFTH THAT WE DID TALK ABOUT. 
          I DON'T KNOW IF WE ARTICULATED AS A QUOTE UNQUOTE FOCUS,
BUT WE DID TALK ABOUT IT AS A A REALITY. 
          AND THAT IS HOW WILL THE COUNCIL OR TO WHAT DEGREE WILL THE COUNCIL SHAPE THE WAY THE CITY
IS GROWING? SO I WANT TO ADD A FIFTH PIECE THERE, WHICH IS INTENTIONAL GROWTH. 
          SO I WILL OPEN THE FLOOR BACK TO YOU ALL. WE HAVE THOSE FIVE CATEGORIES. 
          SO NOW WE'RE TRYING TO NOW WE'RE GETTING TO A LITTLE BIT MORE OF THE NITTY GRITTY OF A
STRATEGIC DIRECTION. 
          AND Y'ALL CAN PICK ANY ONE OF THOSE FIVE TO START WITH. 
          AND LET'S START A DISCUSSION ON WHAT DOES SUCCESS LOOK LIKE OVER THE NEXT 3 TO 5 YEARS IN
THAT AREA. 
          THAT'S THAT'S NOT GOING TO BE AN EASY ANSWER. SO WE'RE GOING TO SPEND SOME TIME TALKING
ABOUT IT. 
          THIS IS THE POINT IN WHICH WE TALK, I THINK. YEAH. SO YOU'RE WAITING ON US TO GIVE YOU
SOME INPUT. CORRECT. 
          YEAH. SO NOW YEP. WE ARE WE ARE. I HAVE I'M DONE WITH MY INTRO AND FRAMEWORK. 
          THOSE FIVE CATEGORIES. THE TASK BEFORE US OVER THE NEXT 3045 MINUTES IS TO START PUTTING
TEETH TO SOME OF THOSE CATEGORIES. 
          YOU KNOW, I THINK ABOUT THIS THAT LOOKING AT IT,
I MEAN, PUBLIC SAFETY, IF WE LOOK AT THIS AS A, AS AN ORGANIZATION OR AN OPERATIONAL UNIT PUBLIC SAFETY,
THAT'S, THAT'S A PRIME DELIVERABLE THAT WE, THE CITY HAS TO PROVIDE REGARDLESS OF WHO THE FIVE INDIVIDUALS SITTING UP HERE ARE
INFRASTRUCTURE, WE HAVE TO PROVIDE INFRASTRUCTURE, REGARDLESS OF WHO THE FIVE INDIVIDUALS ARE UP HERE,
CUSTOMER SERVICE. 
          I MEAN, THAT SHOULD BE A PILLAR OF, OF ANY WELL-RUN ORGANIZATION,
QUALITY OF LIFE. 
          WHAT IS THE DEFINITION? I THINK THAT IS, IS VERY VAGUE BECAUSE THE QUALITY OF LIFE FOR ME
IS DIFFERENT THAN SOMEONE ELSE, WHICH COULD BE TOTALLY DIFFERENT THAN, THAN ANOTHER CITIZEN. SO WE HAVE 204,000
INDIVIDUALS THAT ARE WHAT IS THE DEFINITION OF QUALITY OF LIFE? THAT IS A VERY HARD DELIVERABLE. YOU'RE NEVER GOING TO MAKE EVERYONE HAPPY ON THAT. 
          I THINK NUMBER FIVE IS REALLY WHERE LEADERSHIP COMES IN AND AS OPPOSED TO INTENTIONAL
GROWTH. 
          I THINK IT SHOULD BE CALLED VISION. WHAT IS THE VISION FOR THIS CITY? WHERE ARE WE GOING? BECAUSE THAT'S WHERE THE AS WE BUILD THAT FOUNDATION OR AS WE CONTINUE
TO BUILD ON THE FOUNDATION, GOOD OR BAD, OF EVERY GROUP THAT'S COME BEFORE US FOR HOWEVER MANY HOW MANY YEARS THIS
CITY BEEN HERE? I MEAN, WHAT'S OVER 118, 100? HOW MANY 125 YEARS OF GROWTH OF VISION. 
          SOMETIMES WE WIN, SOMETIMES WE LOSE. BUT CONSISTENTLY WE GROW. 
          AND I THINK THAT THE VISION IS WHERE A LEADERSHIP TEAM,
WHEN WE'RE NOT WORKING IN THE BUSINESS, BUT WE'RE WORKING ON THE BUSINESS, WHEN WE'RE NOT WORKING IN THE NUTS AND BOLTS OF THOSE
FIRST FOUR DELIVERABLES, THAT'S REALLY WHERE THE RUBBER MEETS THE ROAD. 
          AND WHAT PEOPLE ELECT US FOR IS TO BE STRATEGIC LEADERS,
STRATEGIC VISIONARIES, AND HOW DO WE MAKE THIS PLACE BETTER AND HOW DO WE STAY? RELEVANT. YOU KNOW,
DAVID, I DON'T DISAGREE WITH YOU AT ALL. SORRY. YOU KNOW, LIKE YOU SAID, WE HAVE TO PROVIDE I MEAN,
SOMETHING THAT'S MANDATORY IS PUBLIC SAFETY AND INFRASTRUCTURE AND, YOU KNOW, THOSE THINGS. BUT THE NUANCES OF THAT IS WHAT WE'RE ABOUT TO
GET INTO IS LIKE BUDGET, RIGHT? I MEAN, BECAUSE YOU'RE RIGHT. I WISH WE COULD BE HANDS OFF AND SAY,
WELL, I MEAN, PUBLIC SAFETY. 
          YEAH, WE GOT TO DO IT. INFRASTRUCTURE. WE GOT TO DO IT. THE ISSUE IS,
YOU KNOW, JUST LIKE ANY ORGANIZATION, IT COMES DOWN TO BUDGET, RIGHT? I MEAN, IT'S LIKE,
OKAY, HOW DO WE ALLOCATE THE FUNDS THAT WE HAVE TOWARDS THE PRIORITIES? AND THEN WE HAVE TO SAY, OKAY, WELL, WHAT OUR TRUE PRIORITIES? WELL,
WE CAN'T JUST SAY, WELL, PUBLIC SAFETY, WE GOT TO DO WELL. WE SAW WHAT HAPPENED WHEN COUNCIL WAS HANDS OFF OF
PUBLIC SAFETY. 
          IT WAS HAPPENING. BUT WE'RE LOSING MEN AND WOMEN THAT WERE PROVIDING THE PUBLIC SAFETY
BECAUSE THE PAY WASN'T, YOU KNOW, THEY KEPT GETTING PROMISED TO PAY AND TO GET,
YOU KNOW SOMEWHAT COMPETITIVE TO EXISTING MARKETS. 
          SO I MEAN, THAT TO ME, THAT'S THE TOUGH THING. 
          AND I WOULD AGREE WITH YOU. IT'S LIKE, YEAH,
THOSE, THOSE THINGS ARE A MUST. WE HAVE TO DO THAT. BUT THEN WHEN WE COME TO, 
          [00:10:05]
YOU KNOW WHAT, WE HAVE OUR RESOURCES, HOW DO WE,
HOW DO WE BRING THAT TOGETHER? BECAUSE IF WE JUST LET THOSE TWO THINGS GO OF INFRASTRUCTURE,
YOU KNOW, WE HAVE TO PRIORITIZE THAT AS WELL. 
          YOU KNOW, I THINK DONNIE'S TOLD US, GOSH, I MEAN,
YOU KNOW FLOYD TOLD US, YOU KNOW, IT'D TAKE $1 BILLION JUST TO GET US UP TO WHERE WE NEED TO BE FOR, TO UPGRADE OUR WATER LINES AND OUR SEWER LINES,
JUST TO GET THEM UP TO WHERE WE NEED TO BE. 
          WE JUST DON'T HAVE THAT KIND OF MONEY, I THINK IS A BILLION,
MAYBE MORE THAN THAT. SO WE'RE SO WE'RE BEING REALLY REACTIVE WITH THAT STUFF. 
          SO I THINK THIS, WHAT YOU SAID IS EXACTLY CORRECT,
BUT WE GOTTA THROW THAT NUANCE IN OF OKAY, BUT WE HAVE LIMITED RESOURCES, JUST LIKE EVERY ORGANIZATION OR,
OR EVERY HOUSEHOLD. 
          SO WE HAVE TO THROW THAT IN AND GO, ALL RIGHT,
HERE'S A WHOLE NOTHER BALANCING ACT BECAUSE WE CAN TALK ABOUT THIS. 
          AND I AGREE WITH YOU WITH VISION. WE'VE GOT TO THE VISION OF THE CITY IS THE MOST
IMPORTANT. 
          I MEAN, WE HAVE TO DO. BUT PART OF THAT IS HOW DO WE ALLOCATE THE LIMITED RESOURCES WE
HAVE? AND HOW ARE WE STEWARDS OF THE RESOURCES THAT ARE COMING IN THAT WE CAN DO ALL THESE
THINGS WITHIN THOSE CONFINES? I THINK THAT'S THAT'S SPOT ON. DON. HOW DO WE DO THAT WITH 40 HOURS,
60 HOURS, 80 HOURS A WEEK? WE HAVE TO RELY ON, ON GRAYSON. 
          WE HAVE TO RELY ON THE STAFF MEMBERS. BUDGETS ARE SET. 
          BUDGETS ARE AT EX. GRAYSON REPORTS BACK. CHIEF REPORTS BACK. 
          AND IF WE HAVE TO MAKE ADJUSTMENTS. BUT WHERE ARE OUR HOURS DELIVERED? ARE WE IN THE WEEDS CONSTANTLY? IF WE'RE IN THE WEEDS OF ANY ORGANIZATION,
THEN WE DON'T HAVE THE RIGHT PEOPLE. 
          YEAH. IN IN AT THOSE THOSE LOWER LAYERS. DOES THE GENERAL GO OUT AND MAN THE MACHINE GUN
ON THE FRONT LINE? NO HE DOESN'T DOES DO DO CEOS, ARE THEY ACTUALLY ON THE DELIVERABLE AT THE FRONT LINE? IF THEY ARE, YOU DON'T HAVE THE RIGHT FRONT LINE. YOU DON'T HAVE THE RIGHT MANAGEMENT. YOU
DON'T HAVE THE RIGHT STRUCTURE. ARE WE GOING TO BE STRATEGIC LEADERS? WHAT WHAT WHAT I THINK WE SIGNED UP FOR IS THAT WHAT WE'RE GOING TO DO? OR ARE WE GOING TO BE IN THE WEEDS SO MUCH THAT WE CAN'T EVER SEE? ARE WE AT FIVE FEET OR ARE WE AT 60,000FT, GUYS? YEAH, I AGREE WITH YOU. AND, YOU KNOW, I THINK THAT THAT'S THE CHALLENGE IS WE'VE GOT TO
FIGURE THAT OUT OF MAYBE WE COME BACK TO KEVIN. 
          I MEAN, WHAT WHAT IS OUR DIRECTIVE? WHAT WHAT WHAT ARE WE ELECTED TO DO? YOU KNOW, WHAT ARE WE ELECTED TO DO? IS THAT THAT VERY DEFINITION OF,
YOU KNOW, DO WE. 
          DO WE LET GRAYSON AND HIS TEAM JUST RUN THINGS OR WERE WE ELECTED? AND ARE WE LISTENING TO THE CITIZENS TO SAY,
WELL, WHAT IS IMPORTANT. 
          LIKE WHAT, WHAT, WHAT ARE YOU TELLING US TO DO? BECAUSE THAT IS TECHNICALLY THAT'S OUR
JOB. WE'RE THE REPRESENTATIVES OF THE CITIZENS TO CARRY THAT OUT. 
          WE DON'T HAVE TIME TO RUN AN ORGANIZATION. THAT'S NOT OUR JOB. 
          WE ARE THE BOARD. WE NEED TO BE AT THAT 60,000 FOOT LEVEL ALL THE TIME. 
          AND I THINK WE DIP DOWN. I THINK EACH ONE OF US DOES DIP DOWN EVERY ONCE IN A WHILE TO THE
FIVE FOOT AND SAY, HEY, LET ME TAKE CARE OF THIS. LIKE, I'LL DO THIS,
YOU KNOW, AND IT'S NOT GOOD. 
          BUT I THINK THAT BY NATURE, THAT'S WHO IS ELECTED TO THESE POSITIONS IS DOERS. 
          AND SO IT GOES AGAINST OUR TYPICAL NATURE TO DO THAT. 
          BUT YOU ARE CORRECT. WE'VE GOT TO STAY AT THAT 60,000. 
          HOLD EACH OTHER ACCOUNTABLE AND DO THAT. BUT AGAIN,
MAYBE WE START WITH THE DEFINITION OF WHAT IS OUR DUTY? WHAT IS OUR JOB? DO WE LISTEN TO. LET ME, LET ME,
LET ME, LET ME CHIME IN THERE. 
          DON GOOD. THESE ARE ALL GOOD QUESTIONS AND YOU'RE ALL THINKING IN THE RIGHT LINES. 
          THIS IS GOING TO BE A PROCESS. AND WHAT I MEAN BY THAT IS FINDING THE GROOVE OF PROVIDING
THE, THE HIGH LEVEL DIRECTION, BUT WITH ENOUGH SPECIFICITY THAT IT MEANS SOMETHING. 
          BECAUSE TO YOUR POINT, DON, THE COUNCIL DOES WANT TO GIVE DIRECTION ON WHEN WE SAY PUBLIC
SAFETY IS A PRIORITY, WHAT WHAT ARE WE WHAT DOES THAT MEAN? RIGHT? WHAT DOES THAT LOOK LIKE FOR THE CITY OF
AMARILLO? AND YES, THE COUNCIL WANTS TO WEIGH IN AND GIVE SOME SPECIFICITY. 
          YOU'RE NOT GOING TO YOU'RE NOT GOING TO PROVIDE THAT SPECIFICITY IN A VACUUM. 
          IT'S GOING TO REQUIRE THE FEEDBACK FROM LEADERSHIP,
PUBLIC SAFETY, LEADERSHIP. 
          BUT YOU ARE GOING TO WEIGH IN ON THE SPECIFICITY IN LIGHT OF ALL THE OTHER PLATES THAT,
YOU KNOW, THE WHOLE CITY HAS TO SPEND, RIGHT? SO THIS IS GOING TO BE A PROCESS. 
          WE WON'T ANSWER EVERY QUESTION TODAY. SO THE SHORT ANSWER IS TO YOUR QUESTION,
DON IS YOU DO WEIGH IN AND YOU GIVE CERTAIN SPECIFICS. BUT THEY ARE, THEY ARE DIRECTION AND OUTCOME FOCUSED. 
          [00:15:01]
SO FOR EXAMPLE YOU COULD SAY THIS IS, THIS IS I'M,
THIS IS I'M NOT SAYING THIS IS A GOOD ONE. 
          THIS IS JUST A SIMPLE EXAMPLE. AS WE START TO UNPACK THESE AREAS,
WE COULD SAY I KNOW THAT YOU ALL DID A, A BIG WAGE ADJUSTMENT IN THE RIGHT DIRECTION FOR PUBLIC SAFETY HERE IN THE LAST FEW YEARS. 
          IS THAT CORRECT? OKAY. LET'S SAY BEFORE THAT,
IF Y'ALL WERE CREATING A STRATEGIC PLAN, WE COULD SAY, OKAY, IN THE NEXT 3 TO 5 YEARS, WE WANT TO IMPROVE PUBLIC SAFETY,
PAY TO BE MORE COMPETITIVE IN THE REGION OR SOMETHING LIKE THAT. 
          RIGHT. THAT'S A STRATEGIC DIRECTION. IT MAY BE ACCOMPLISHED IN SIX MONTHS. 
          IT MAY TAKE A TWO YEAR CYCLE TO GET THERE, BUT THAT'S DIRECTION. 
          AND SO WHAT I WANT US TO DO IS IN THESE FIVE CATEGORIES,
PUBLIC SAFETY, INFRASTRUCTURE, CUSTOMER SERVICE, QUALITY OF LIFE, INTENTIONAL GROWTH, SLASH VISION,
LET'S JUST PICK ONE AND LET'S START TALKING ABOUT WHAT SUCCESS LOOKS LIKE IN THAT CATEGORY OVER THE NEXT 3 TO 5 YEARS. 
          AND AGAIN, YOU'RE GOING TO BE ABLE TO ANSWER SOME OF THAT. 
          BUT TO GIVE A FULL DEFINITION, THERE'S GOING TO NEED TO BE HOMEWORK DONE BY GRAYSON AT AT
ALL TO GIVE DATA AND INFORMATION. 
          SO BUILDING THIS STRATEGIC PLAN IS GOING TO TAKE A FEW CYCLES OF DIGESTION. 
          BUT THAT IS HOW WE'RE GOING TO START TO GIVE TEETH TO THIS. 
          SO I WOULD SAY THE FIRST THING TO DO IS LET'S JUST PICK ONE OF THOSE FIVE TO START HAVING
A CONVERSATION ABOUT. 
          I'D LIKE TO JUST KIND OF MAYBE FOCUS A LITTLE BIT ON CUSTOMER SERVICE FOR JUST A BIT,
BECAUSE WE'VE GOT IT IN THERE. 
          AND I GUESS THE QUESTION IS YOU KNOW, WHAT DO WE WANT TO ACCOMPLISH OUT OF GOOD CUSTOMER
SERVICE? ONE OF THE THINGS WE TALKED ABOUT IN THE LAST CONVERSATION IS THAT CITIZENS ARE ABLE TO
GET THEIR PROBLEMS SOLVED WITHOUT CALLING A COUNCIL MEMBER TO HAVE TO INTERVENE TO GET THE PROBLEM SOLVED. AND, BUT, BUT OVERALL, WE WANT TO WE WANT TO PROVIDE GOOD CUSTOMER
SERVICE. 
          SO WHAT DOES GOOD CUSTOMER SERVICE MEAN? BUT TO ME,
MORE IMPORTANTLY, I DON'T KNOW HOW YOU CAN TELL WHETHER YOU'RE PROVIDING GOOD CUSTOMER SERVICE OR NOT WITHOUT MEASURING IT. OKAY. I DON'T I DON'T THINK,
YOU KNOW, BECAUSE I THINK IT'S, YOU KNOW, AND THERE ARE MANY WAYS TO MEASURE CUSTOMER SERVICE OR HOW WELL YOU'RE DOING AS
AN ORGANIZATION AND THE BUSINESS WORLD, YOUR, YOUR THE THE, THE MAIN TOOL THAT'S USED IS WHAT'S CALLED A NET PROMOTER SCORE,
WHICH IS HOW, HOW LIKELY ARE YOU TO RECOMMEND DOING BUSINESS WITH THIS BUSINESS TO SOMEONE ELSE? AND IT'S KIND OF LIKE THE GOLD STANDARD AND IT'S A WAY TO BE ABLE TO DO THAT. 
          SO TO, TO, TO ME, ON THE CUSTOMER SERVICE, IT'S,
YOU KNOW, ARE WE SATISFYING THE NEEDS OF THE CUSTOMERS THAT WE DEAL WITH AND A VARIETY OF WAYS. BUT I CAN'T TELL YOU RIGHT NOW, MAYBE WE THINK WE'RE PROVIDING GOOD CUSTOMER SERVICE
RIGHT NOW. 
          OR MAYBE WE THINK, WOW, WE'RE PROVIDING TERRIBLE CUSTOMER SERVICE BECAUSE OUR PHONE RINGS. 
          WELL, I DON'T THINK WE REALLY KNOW WHAT TYPE OF CUSTOMER SERVICE THAT WE'RE PROVIDING. 
          SO AND THROUGHOUT OUR ORGANIZATION. AND I THINK WHAT WE WANT TO DO IS SOLVE SOMEONE'S
PROBLEMS. SO THEY, YOU KNOW, NOW, I DON'T KNOW IF WE COULD USE NET PROMOTER SCORE THAT THEY'RE
RECOMMENDED US AS A BUSINESS, BUT SOME WAY THAT WE'RE MEASURING IT AND THAT WE'RE IDENTIFYING WHERE ARE WE,
WHAT'S OUR BASE AND HOW ARE WE GOING TO IMPROVE THIS FOR CUSTOMERS IN ALL THE AREAS WHERE WE INTERACT WITH THE PUBLIC? AND I THINK LES RICH AND I THINK HE'S GOING TO CONTINUE THAT. 
          AND IT'S A GREAT POINT. AND I DON'T THINK WE'VE EVER HAD THAT. IT'S A WAY TO MEASURE. 
          BUT HE WAS DEVELOPING KPIS FOR EVERY SINGLE DEPARTMENT. 
          EXACTLY. FOR THEM TO MEASURE. ARE WE ARE WE ACHIEVING OUR JOB? WHICH ESPECIALLY WITH THE FRONT FACING STUFF AND THE CUSTOMER SERVICE,
WE'LL HAVE, YOU KNOW, MEASURABLES THAT WE SET. YOU KNOW, THESE GUYS CAN COME TO US AND WE CAN DIAL THOSE IN TO
SAY, IS THAT TRULY AN INDICATOR OF CUSTOMER SERVICE,
LIKE WHAT YOU'RE SAYING? SO THOSE ARE IN THE WORKS. AND IN TALKING TO RICH,
WE'RE NOT LETTING THAT THING GO. 
          I THINK GRAYSON CAN SPEAK TO THIS, THAT EVERY DEPARTMENT IS NOW GOING TO HAVE AND AND A
DASHBOARD, EVENTUALLY A DASHBOARD THAT THE CITIZENS CAN ACTUALLY SEE. 
          SO THEY'RE GOING TO BE ABLE TO SEE THAT AND THEY'RE GOING TO SEE HOW THEY ARE,
YOU KNOW, ACHIEVING OR FAILING THOSE KPIS. 
          AND WE CAN GET INPUT BECAUSE I THINK YOU'RE RIGHT,
WE HAVE NO MEASURABLE, LIKE, HOW DO WE KNOW THAT WE'RE DOING WELL? I DON'T KNOW. THEY SAID THEY'RE DOING GREAT. YOU KNOW IS IT WAIT TIMES? IS IT, YOU KNOW, FILL OUT A SURVEY WHEN YOU'RE DONE,
YOU KNOW, WHATEVER. 
          BUT I THINK THAT YOU'RE RIGHT. BUT I THINK THAT THAT IS COMING. 
          I THINK I DON'T KNOW HOW FAR OFF WE ARE, BUT THAT IS COMING. 
          I WOULD LIKE TO ASK A QUESTION, KEVIN. PERHAPS YOU CAN HELP. 
          HOW DO YOU HOW DO YOU HAVE A NET PROMOTER SCORE? 
          [00:20:01]
AND I LOVE NET PROMOTER SCORES. LES. I THINK THAT'S THE THAT'S THE THE BEST INDICATOR. 
          SOMEBODY'S GOING TO USE YOU AGAIN. BUT HOW DO YOU HOW DO YOU QUANTIFY AN ENTITY. 
          SAY IT AGAIN. HOW DO YOU SAY IT AGAIN. I'M SORRY. 
          YEAH. FOR SOME REASON YOU'RE I'M I'M HAVING TROUBLE HEARING ME. 
          CAN YOU HEAR ME? EVERY WORD. DAVID. I'M SORRY. I DON'T KNOW WHY. CAN CAN. 
          CAN YOU HEAR ME? I'M JUST MESSING WITH YOU NOW,
KEVIN. 
          I'M JUST MESSING WITH YOU. OH. SO, HEY, HOW DO YOU MEASURE SUCCESS IN AN ORGANIZATION THAT
DOES NOT HAVE ANY COMPETITION? OKAY, I'M NOT GOING TO USE THE CITY AMARILLO ANYMORE. 
          OKAY. WHERE ARE YOU GOING? TO GET YOUR WATER. 
          WHERE ARE YOU GOING? TO GET YOUR SEWER. HOW DO YOU. 
          HOW DO YOU MEASURE WHEN THERE'S ONLY ONE DEAL IN TOWN? BECAUSE EVERYBODY'S GOING TO BE MAD OR THEY'RE REALLY GOING TO LOVE YOU. 
          HOW DO YOU MEASURE IT? WELL, I USE NET PROMOTER SCORE AS A I MEAN,
AS AN EXAMPLE. 
          BUT BUT I WOULD THINK WHAT I LOVE NET PROMOTER SCORE. 
          ONE THING I WOULD LIKE TO SEE ON THIS IS. AND I MEAN,
I DON'T KNOW WHAT RICH HAS BEEN DOING OR WHATEVER, BECAUSE I GUESS IT'S NEVER COME BEFORE COUNCIL. BUT I MEAN,
I DON'T THINK IT'S THAT HARD TO GET TO DETERMINE HOW ARE WE DOING ON CUSTOMER SERVICE? BY ASKING OUR CUSTOMERS TO GIVE US A SCORE ON THAT. 
          WHAT I WOULD NOT LIKE TO SEE IS WHEN I HEAR KPIS,
I HEAR LOTS, I HEAR COMPLEXITY, I HEAR, I MEAN I MEAN, I THINK IT'S A PRETTY SIMPLE. ARE WE DOING A GOOD JOB WITH OUR CUSTOMERS
AND WHAT OUR CUSTOMERS THINK OF US? SO I DON'T KNOW IF WE NEED TO GET INTO KEY PERFORMANCE INDICATORS. 
          AND, YOU KNOW, BECAUSE IT'S A, I DON'T THINK IT'S THAT HARD OF A QUESTION TO ASK CUSTOMERS
TO KIND OF GRADE US ON, YOU KNOW, MAYBE HOW WE'RE DOING. I DON'T THINK NET PROMOTER SCORE IS A GREAT EXAMPLE FOR
THE CITY BECAUSE THEY'RE NOT GOING TO RECOMMEND US, BUT SOMETHING SIMILAR TO US TO THAT, THAT JUST GRADES US ON CUSTOMER SERVICE TO,
TO ESTABLISH A BASELINE OF WHERE WE ARE. 
          AND THEN HOW ARE WE GOING TO IMPROVE? AND THEN,
YOU KNOW, AND THEN ARE WE IMPROVING? YEAH. SO DAVID, TO ANSWER YOUR QUESTION, IT'S,
IT'S A, IT'S A SATISFACTION SCORE, RIGHT? IT'S A WAY TO GAUGE SATISFACTION. AND IT'S NOT GOING TO BE A PERFECT SCIENCE,
BUT THE FACT THAT WHATEVER METHOD IS EMPLOYED, THE FACT THAT YOU'RE ASKING,
THERE'S A PSYCHOLOGICAL IMPACT, EVEN THAT WE CARE ABOUT CUSTOMER SERVICE AROUND HERE,
RIGHT? SO THE GOAL IS NOT AN EXACT SCIENCE, BUT I DO THINK THAT THERE ARE WAYS ACROSS YOUR
SERVICE LINES, VARIOUS SERVICE LINES TO HAVE A WAY TO CAPTURE THE SATISFACTION LEVEL. 
          SO THAT LIKE, LIKE LES IS SAYING, AND THEN LES AS FAR AS LIKE KPIS AND LIKE YOU'RE SAYING
YOU DON'T WANT TO GET TOO COMPLEX WHEN IT COMES TO THE CUSTOMER OR CITIZEN FACING. YES, I AGREE, I THINK YOU GOT TWO REALITIES THAT YOU'VE,
YOU WORK SIMULTANEOUSLY. 
          ONE IS THE INTERNAL OPERATIONS OF THE DEPARTMENT,
THE EFFICIENCY, THE EXECUTION OF THE DEPARTMENT, WHICH IS WHERE KPIS COME INTO PLAY. AND THAT'S AN INTERNAL FACING THING. 
          BUT THEN YOU HAVE YOU MIGHT HAVE THE EXTERNAL FACING PART,
RIGHT? SO LET ME SAY WHAT I'VE HEARD SO FAR. WELL ONE DO WE WE'RE TALKING ABOUT CUSTOMER SERVICE. 
          DO WE JUST WANT TO CAMP HERE FOR A MINUTE AND TRY TO DEFINE A FEW THINGS? ARE WE GOOD WITH THAT? YES. OKAY. OKAY. SO IF I'M PUTTING MY STRATEGIC THINKING HAT ON AND STRATEGIC, YOU KNOW, FACILITATOR HAT, WHAT I'M HEARING IS THE COUNCIL IS SETTING AND
COMMUNICATING TO THE ORGANIZATION. 
          WHEN I SAY ORGANIZATION, I MEAN GRAYSON AND THEN THE WHOLE ORGANIZATION YOU'RE SAYING,
HEY. 
          GOOD CUSTOMER SERVICE IS A PRIORITY FOR THIS CITY. 
          ALL RIGHT. WE NEED A WAY TO MEASURE THAT. AND THE COUNCIL DOESN'T NEED TO FIGURE THAT OUT. 
          RIGHT. THAT THAT IS THE OPERATIONS. AND SO THAT'S A HOMEWORK ASSIGNMENT,
RIGHT? IS I WOULD SAY WE'RE KIND OF THE REASON I WANTED TO START ON THIS WITH DEFINING THINGS
BECAUSE IT'S GOING TO HELP ANSWER. 
          WHAT DOES SUCCESS LOOK LIKE FOR THIS COUNCIL OVER THE NEXT TEN MONTHS? AND JUST TO USE THIS AS A MICROCOSM, IF THE COUNCIL GIVES THE,
THE DIRECTION TO THE ORGANIZATION THAT SAYS MOVING FORWARD, CUSTOMER SERVICE IS A TOP PRIORITY. ONE OF THE THINGS WE NEED YOU TO DO AS AN ORGANIZATION
IS TO FIGURE OUT, HOW ARE YOU GOING TO MEASURE THAT, AND WHAT STANDARD ARE YOU GOING TO SET FOR YOURSELVES? 
          [00:25:02]
AND THEY'RE GOING TO TAKE A COUPLE OF MONTHS,
AND THEY'RE GOING TO COME BACK AND PRESENT THAT DATA TO YOU, THAT INFORMATION, AND YOU'RE GOING TO WEIGH IT AND SAY, WE LIKE THAT STANDARD OR NO,
WE WANT THAT STANDARD TO BE A LITTLE HIGHER. 
          AND IT SOUNDS LIKE THE METHODS YOU'VE COME UP WITH ARE GREAT. 
          AND THEN WE KIND OF INK THAT STRATEGIC PILLAR WITH THOSE SPECIFICS. 
          BUT I DON'T THINK WE'RE DONE WITH CUSTOMER SERVICE. SO WE'RE SAYING CUSTOMER SERVICE IS A
PRIORITY. WE'RE SAYING WE NEED A WAY TO MEASURE IT AND WE NEED TO SET A STANDARD. 
          WHAT ELSE ABOUT CUSTOMER SERVICE. SO WHAT ELSE IS IMPORTANT ABOUT IT? KEVIN. IF I COULD LET ME GO BACK JUST A HALF A STEP TO,
YOU KNOW, OUR ROLE IN DEFINING OPERATIONS SEPARATELY FROM POLICY, RIGHT? SO HERE, HERE'S AN EXAMPLE. WE ARE ALL SAYING THAT THAT CUSTOMER SERVICE RELATES TO
LOTS, LOTS OF DIFFERENT THINGS IN THE CITY BECAUSE WE HAVE CUSTOMERS THAT PAY US FOR US TO
PROVIDE A SERVICE FOR THEM. 
          BUT THEN WE ALSO HAVE ENTITIES THAT GET TO CHOOSE AMARILLO WHETHER THEY'RE GOING TO DO
BUSINESS HERE OR NOT. 
          RIGHT. AND SO THERE IS A HIGH THERE'S A PRETTY HIGH LEVEL BUSINESS ASPECT,
ECONOMIC GROWTH, SALES TAX, EVERYTHING HAS TO DO WITH THAT. SO,
YOU KNOW, IN IN OUR DIRECTION, WHAT I FIND TO BE MOST HELPFUL IS NOT THAT WE JUST POINT AND SAY WE WANT THAT, RIGHT. I THINK WHAT'S GOOD IS IF WE SAY WE WANT THAT,
WE WANT BETTER CUSTOMER SERVICE, WE WANT CUSTOMER SERVICE, THAT THAT CAN BE TRACKED AND,
AND METRICS. 
          WHAT WE NEED TO SAY THEN IS, YES, YOU GET TO GO FIGURE THAT OUT,
BUT LET'S CREATE KIND OF A POLICY INITIATIVE. 
          SO HERE'S A, HERE'S A BAD EXAMPLE, BUT A REALLY GOOD ONE. 
          SO CONTACT MY SOUP POLICY. RIGHT. SO THIS IS A POLICY THAT WE SEE IMPLEMENTED IN IN
PRIVATE BUSINESS. 
          SO AT THE END OF MY EMAIL AS AN EMPLOYEE IT SAYS IF YOU HAVEN'T BEEN SATISFIED,
YOU KNOW, WITH YOUR INTERACTION HERE WITH ME TODAY, PLEASE FEEL FREE TO CONTACT MY SUPERVISOR. 
          AND IT HAS HIS NAME AND NUMBER ON IT OR HER NAME AND NUMBER ON IT. 
          AND SO AT THAT POINT, WHAT WE'RE DOING AS A,
AN ENTITY IS WE ARE SAYING WE CARE SO MUCH ABOUT CUSTOMER SERVICE AND GETTING YOUR NEED MET, THAT WE ARE VOLUNTARILY GIVING YOU THE NEXT STEP TO GO UP THE CHAIN SO THAT IT DOES
KEEP YOU MOVING TO THE POINT OF, YOU KNOW, IF I CALLED GRAYSON AND I SAID,
GRAYSON, MY TRASH DIDN'T GET EMPTY TODAY, YOU KNOW, OKAY, WELL, I'LL GET ON THAT, YOU KNOW, AND THEN THE NEXT DAY NOBODY SHOWS UP,
RIGHT? SO I CALL GRAYSON AGAIN. IT'S DAY TWO, GRAYSON. 
          OH, MAN, I APOLOGIZE. I DIDN'T GET TO THAT ONE. 
          YOU KNOW, IT'S IT'S ONLY ONE MORE DAY TILL WE GET THERE ON YOUR SECOND PICKUP. 
          SO YOU'LL JUST HAVE TO WAIT, RIGHT? WELL, THEN WHERE DO I GO FROM THERE? I MEAN, I ALREADY EXERCISED MY ONE, SO I JUST SIT AS A DISSATISFIED CUSTOMER. 
          IF WHEN I CALL GRACE AND I HAVE THE OPPORTUNITY IN THAT INTERACTION,
EMAIL, TEXT MESSAGE, WHATEVER, TO KNOW THAT NEXT STEP, THEN THAT WOULD BE AN EXAMPLE OF US TRYING TO HELP WITH
WHAT WE CAN CONTROL, WHICH IS POLICY. NOW IN, YOU KNOW, HOW TO, HOW TO MEASURE THAT,
THAT'S UP TO GRAYSON TO SAY, WELL, OKAY, WELL, WE'RE GOING TO TRACK ALL THOSE. 
          WE'RE GOING TO SEE HOW MANY CALLS OUR DIRECTORS ARE GETTING. 
          AND THEN I'M GOING TO FORMULATE THOSE AND BE ABLE TO TELL YOU WHICH DEPARTMENTS ARE VALID
VERY WELL AND WHICH DEPARTMENTS ARE UVALDE VERY POORLY. 
          AND I'M GOING TO BRING THOSE BACK ON A QUARTERLY BASIS. THAT'S HIS OPERATIONAL COMMAND. 
          BUT FOR US, I THINK WE'VE GOT TO DO MORE IN INITIATING THAN JUST SAYING WE'D LIKE BETTER. 
          SO WHAT ARE YOUR THOUGHTS ON LIKE A POLICY INITIATIVE? I LIKE IT. I THINK THAT, I THINK THAT, THAT I LIKE IT,
I, I THINK THAT'S ON THE FENCE AND, AND THAT'S NOT DODGING ANYTHING. I THINK IT'S TRULY ON THE FENCE BECAUSE WHEN I'M SAYING,
LET'S SAY ON THIS SIDE OF THE FENCE OVER HERE, WHEN I SAY WE'RE GOING TO TELL THE LEADERSHIP TEAM,
THE EXECUTIVE TEAM, THIS IS OUR PRIORITY. 
          GO DO HOMEWORK ON IT. I IT'S NOT SAYING THIS IS IMPORTANT. 
          FIGURE IT OUT. NO, YOU'RE GIVING DIRECTION FOR THEM TO DO RESEARCH TO PRESENT BACK TO YOU
IDEAS AND METHODS THAT THEN THE COUNCIL WILL VOTE ON OR CODIFY. 
          OKAY. OVER ON THIS SIDE AS YOU GIVE THAT DIRECTION ON THIS SIDE OF THE FENCE,
AS YOU GIVE THAT DIRECTION, 
          [00:30:03]
IF THERE'S A STRONG STANCE YOU ALL HAVE ON A CERTAIN METHOD,
THAT'S FINE. 
          AND IT'S ON THE FENCE ON WHETHER YOU SAY, GRAYSON,
CUSTOMER SERVICE IS IMPORTANT. 
          WE WANT YOU TO RESEARCH HOW TO DO IT, WHAT THE STANDARD IS GOING TO BE,
HOW TO MEASURE IT. 
          AND WE WANT YOU TO PRESENT THAT. AND WE WANT TO MAKE SURE THIS IS A PIECE OF IT. 
          THAT'S FINE. THAT'S FINE. AND THAT'S A CALL Y'ALL MAKE. 
          SO THAT THAT IS MY THOUGHT ON THAT. AND, AND I THINK ZOOMING OUT OF JUST THAT EXAMPLE,
YOU'RE NOT GOING TO KNOW AS A COUNCIL WHEN IT COMES TO ALL FIVE OF THOSE CATEGORIES TO PUT TEETH ON THE STRATEGIC PLAN,
YOU'RE NOT GOING TO HAVE WITHIN YOUR BRAIN. 
          A LOT OF THOSE INITIATIVES, YOU MIGHT HAVE A FEW IDEAS HERE AND THERE,
BUT THAT IS WHERE THE. 
          THE EXECUTIVE TEAM AND DEPARTMENT DIRECTORS AND SUBJECT MATTER EXPERTS,
THEY DO THE RESEARCH AND THEY COME BACK AND THEY PRESENT TO YOU MULTIPLE WAYS TO ACHIEVE THE GOAL. AND THEN YOU AS A COUNCIL, LOOK AT THAT AND YOU SAY,
OKAY, WE WANT YOU TO DO IT THIS WAY FOR THESE REASONS. 
          DOES THAT MAKE SENSE? COLE. YES, SIR. OKAY. SO IT'S Y'ALL'S CALL. 
          IF YOU WHEN YOU GIVE THAT DIRECTIVE HERE OVER THE NEXT SEVERAL MONTHS FOR THEM TO DO THE
RESEARCH, IT'S Y'ALL'S CALL. IF YOU WANT TO SAY, HEY, MAKE SURE X IS A PART OF IT BECAUSE Y'ALL
MIGHT HAVE A CERTAIN KNOWLEDGE AND INTEL AND A HISTORY THAT YOU WANT TO MAKE SURE IS INVOLVED. THAT'S GREAT. PUT THAT IN THERE. 
          SO KEVIN ON, ON THE HANDOFF, RIGHT. YOU GOT NINE MONTHS,
ROUGHLY. 
          YOU'LL HAVE THE POTENTIAL OF ALL FIVE BACK OR ALL FIVE NEW. 
          RIGHT. BUT THEN THE MAJORITY OF STAFF STILL OPERATING. 
          SO LET'S, LET'S BUILD THAT OUT WHERE OKAY, SO WE WANT TO SPEND A COUPLE MONTHS GETTING
SOME THINGS PUT TOGETHER. 
          AND WE WANT THIS HOMEWORK ASSIGNMENT BACK, YOU KNOW,
IN THE FALL. 
          AND THEN WE WOULD LIKE SOMETHING SET UP IN A WAY WHERE IT'S EASY TO COMMUNICATE TO FUTURE
COUNCIL MEMBERS AS A TOP TIER PRIORITY. 
          THAT'S GOING TO BE A TOP TIER IN ANY BUSINESS. 
          RIGHT. AND, AND THE VISION THERE IS, IS, YOU KNOW,
WE, THERE ARE ASPECTS TO RUNNING A CITY WHERE YOU RUN THE CITY LIKE A BUSINESS, RIGHT? YOU HAVE TO. SO I THINK IN COMMUNICATING THAT,
WHAT WE WOULD ASK FROM YOUR EXPERTISE IN IS HOW DO YOU KEEP SOMETHING LIKE THIS FROM DYING ON A SHELF? GOOD, GOOD. GOOD QUESTION. SO THAT COUPLE THERE'S A COUPLE OF DIFFERENT
ANSWERS. 
          I'M GONNA TRY TO KEEP IT SUCCINCT. I DON'T WANT TO BE LONG WINDED ON IT. LET'S,
LET'S WAVE A MAGIC WAND AND LET'S SAY JUST WITH CUSTOMER SERVICE, THEY'VE DONE THEIR HOMEWORK. 
          Y'ALL HAVE VETTED IT, WEIGHED IT, AND WE COME UP WITH THIS NICE CLEAN APPROACH AND VISION
AND STRATEGY FOR CUSTOMER SERVICE AND EXPECTATION. OKAY. AND THAT THAT'S REPRESENTED RIGHT HERE IN THIS LITTLE CIRCLE. 
          I'M MAKING A NICE LITTLE PACKAGE. HOW DO WE KEEP THAT FROM DYING ON THE SHELF AND BEING
LIKE, THAT WAS A FUN EXERCISE, A COUPLE OF DIFFERENT WAYS,
SEVERAL DIFFERENT WAYS. 
          NUMBER ONE, WHICH WE'LL GET INTO THIS MORE LATER ON,
NOT TODAY, BUT LATER IN TIME. 
          HOW THIS COUNCIL, THIS CURRENT COUNCIL, PASSES THAT BATON TO THE NEXT COUNCIL GOING OVER
THESE PRIORITIES AND THE SPECIFICS THEREIN IS VERY IMPORTANT. NOW, COULD THE NEXT COUNCIL SAY,
SCREW ALL THAT AND RIP IT UP LIKE THEY COULD? THEY COULD. IT WON'T BE A GOOD LOOK FOR THEM. 
          IT WON'T BE WISE, BUT WE DON'T WANT TO TRY TO SAFEGUARD AGAINST RADICALISM. 
          AND I WOULD CALL THAT RADICAL BEHAVIOR. WHO WANTS TO RIP UP A CUSTOMER SERVICE PLAN. 
          BUT ONE IS HOW DOES THIS COUNCIL HAND THAT TO THE NEXT COUNCIL? RIGHT. THAT'S ONE THING. ALSO, AS THE COUNCIL FUNCTIONS AS A BOSS, SO TO SPEAK, TO GRAYSON, THESE THINGS THAT ARE GOING TO BE DEFINED WITH
CUSTOMER SERVICE AS ONE OF THEM IS SOMETHING THAT'S JUST ALWAYS ON THE RADAR. MAYBE EVERY OTHER COUNCIL MEETING. 
          ONE OF THESE AREAS IS ADDRESSED TO SAY, HOW ARE THINGS GOING? MAYBE DIFFERENT DIRECTORS THROUGHOUT THE DEPARTMENT,
THROUGHOUT THE ORGANIZATION PRESENTS ON CUSTOMER SERVICE FOCUS IN THEIR AREA. 
          [00:35:07]
YOU WANT TO KEEP THESE THERE. SO THERE ARE WAYS. 
          ONCE THIS IS ALL SPELLED OUT, THERE ARE WAYS TO KEEP IT VERY FOREFRONT WITH THE FACT THAT
YOU HAVE A COUNCIL MEETING EVERY TWO WEEKS, YOU KEEP IT IN THE FOREFRONT OF THIS COUNCIL,
AND YOU KEEP IT IN THE FOREFRONT OF THE LEADERSHIP OF THE CITY. 
          AMONG EVERYTHING ELSE YOU'RE DOING, YOU KEEP IT FOREFRONT AND YOU KEEP TALKING ABOUT IT,
NOT IN A NEGATIVE WAY, BUT IN A THIS IS IMPORTANT. HOW ARE WE DOING? I THINK IT'S NORMAL PRACTICE. I, I DON'T KNOW WHAT GRAYSON DOES IS DOES HE SEND Y'ALL COME
SOME TYPE OF EMAIL UPDATE EVERY WEEK, EVERY TWO WEEKS. RIGHT. SO IN THOSE EMAIL UPDATES. 
          MAYBE THERE'S AN EXECUTIVE SUMMARY IN THE FIRST PAGE ON THESE KEY AREAS THAT HE'S
COMMENTING ON. 
          AND THEN Y'ALL CAN ASK ABOUT IN YOUR ONE ON ONE MEETINGS WITH HIM AND YOUR EMAIL
RESPONSES. 
          SO THERE ARE WAYS TO KEEP THIS FOR THE FOREFRONT. 
          WHEN YOU DO AN EVALUATION OF THE CITY MANAGER THESE TOPICS,
THIS IS THE, THIS IS MAYBE AMONG A FEW OTHER THINGS, BUT THIS DOCUMENT IS WHAT YOU'RE EVALUATING HIM ON AND YOU KNOW,
AND WORK I DO WITH GRAYSON AND HIS TEAM, IT'S GOING TO BE THESE ARE AREAS YOU'RE HOLDING ACCOUNTABLE AND EVALUATING DIRECTORS AND
MANAGERS AND SUPERVISORS ON. 
          EVERYONE'S LOOKING AT THE SAME TOP PRIORITIES. 
          EVERYONE'S GOING TO HAVE SOME GERMANE, UNIQUE AREAS AS WELL. 
          THAT IS HOW YOU KEEP THIS FRONT AND CENTER AND VERY MUCH A PART OF THE DNA OF WHAT THE
CITY FOCUSES ON. 
          THAT'S THE MOST, I GUESS, SUCCINCT WAY I COULD PUT IT. 
          KEVIN. THOUGHTS OR QUESTIONS ON THAT? NO, I AGREE. 
          AND AS I THINK ABOUT WHAT WE WANT TO ACCOMPLISH IN THE NEXT TEN MONTHS,
I MEAN, EVEN EVEN IN THESE PILLARS RIGHT HERE DETERMINING, I MEAN, WE'RE TALKING ABOUT WHICH ONE THEY ARE. 
          WE SPEND ABOUT 30 MINUTES HERE ON CUSTOMER SERVICE. 
          MAYBE WE'RE MAKING A LITTLE BIT OF HEADWAY, BUT IT SEEMS LIKE OVER THE COURSE OF THE NEXT
TEN MONTHS, PUTTING THESE INTO PLACE IS GOING TO BE SOMETHING THAT I WOULD HOPE TO BE ABLE TO ACHIEVE
SO THAT WE CAN HAND THEM OUT. 
          AND I THINK THE CONTINUITY BETWEEN THAT, I MEAN,
MY GOAL WOULD BE THE WAY THAT WE GET SET UP ON A COUNCIL. 
          WHEN YOU COME IN TO TAKE OFFICE AND YOU'RE ONLY SERVING TEN YEARS,
I MEAN, IT'S A PRETTY YOU GOT TO RAMP UP PRETTY QUICKLY TO BE ABLE TO TO UNDERSTAND. 
          AND MY GOAL WOULD BE, WHAT CAN THIS COUNCIL DO? WHAT CAN THE STAFF DO, EVEN PERHAPS WHAT YOU CAN DO AS,
AS A CONTINUITY AS WE GO IN THIS SO, SO THAT WE DON'T LOSE GROUND WHEN WE HAVE A NEW COUNCIL COMING IN,
LIKE I SAID, IT MAY BE ALL NEW, IT MAY BE SOME MAY BE THE SAME. SO I THINK THAT WOULD BE,
YOU KNOW, SOMETHING THAT I'D HOPE TO ACCOMPLISH. 
          ONE QUESTION I WANT TO ASK, BECAUSE I THINK THE DISCUSSION AND YOU AND I HAD A
CONVERSATION ABOUT THIS BECAUSE IT'S KIND OF COME UP TODAY IN OUR FORM OF GOVERNMENT, WHICH IS A PRETTY COMMON FORM OF GOVERNMENT ACROSS THE STATE OF
TEXAS, WHERE AS OPPOSED TO COUNTIES WHERE THE, THE COUNTY JUDGE IS RUNNING THE DAY TO DAY,
THE OPERATION, AND THEN THEY HAVE COUNTY, YOU KNOW, THEN THEY HAVE THE COMMISSIONERS THAT ARE WITH THEM.
THE THE MUNICIPAL FORM OF GOVERNMENT IS DIFFERENT. 
          WE HAVE A CITY MANAGER RUNNING THE DAY TO DAY,
AND WE'RE HERE IN AN ADVISORY BOARD. 
          YOU SAID SOMETHING ONE TIME, AND I THINK IT GOES BACK TO EVEN OUR DISCUSSION TODAY THAT
THE COUNCIL IS ABOUT THE. 
          WHAT DO WE WANT TO ACHIEVE AND THE. WHY DO WE WANT TO ACHIEVE IT? AND THE STAFF'S RESPONSIBILITY IS TO EXECUTE THE. 
          HOW WE'RE GOING TO DO THAT. IS THAT A FAIR ASSESSMENT? THAT'S CORRECT. YOU'RE THE WHAT AND WHY. THEY'RE THE HOW AND Y'ALL AND TOGETHER Y'ALL
DECIDE TO WIN. 
          AND I GUESS MY QUESTION IS BECAUSE AS I SEE IT AND YOU PROBABLY SEE IT AS WELL AS DON
SAID, WE WE LIKE TO, YOU KNOW, WE'RE DOERS. WE COME FROM DOERS. 
          WE LIKE TO MAKE, YOU KNOW, OUR PERSONALITIES PROBABLY TO MAKE THINGS HAPPEN. SO IT'S A
TENDENCY SOMETIMES FOR AND WHEN YOU'RE ELECTED, YOU KNOW, WHEN YOU CAMPAIGN, YOU SAY, HERE'S WHAT I'M GOING TO DO. 
          YOU'RE CAMPAIGNING ON THE HOW. A LOT OF TIMES TO GIVE THE SPECIFICS OR WHAT I WANT TO
ACCOMPLISH. 
          WHAT IS A KEY TAKEAWAY FROM YOU AS YOU'VE SEEN THIS IN OTHER PLACES,
HOW WHAT'S THE KEY THING FOR FOR COUNCIL AND THE STAFF TO KNOW TO MAKE TO MAINTAIN US DOING THE WHAT AND THE WHY AND THE STAFF DOING THE HOW. 
          I THINK WHAT WE'RE DOING RIGHT NOW IS DOCUMENTING IT. 
          RIGHT? AND IT TAKES WORK. IT TAKES A MENTAL AND HEAVY LIFTING. 
          IT TAKES TIME. AS WE'RE SEEING, I THINK THAT THE COUNCIL TAKES,
PUTS IN THE WORK, WHICH IS WHAT YOU'RE DOING. 
          [00:40:07]
YOU ARE PUTTING IN THE WORK TO DEFINE THAT WHAT AND WHY. 
          AND I THINK WE'VE GOT THESE FIVE CATEGORIES TO UNPACK THE WHAT AND THE WHY. 
          AND ONCE THAT'S DEFINED THEN IT'S ABOUT HANDING IT OVER AND SAYING,
OKAY, YOU GOT TO GO EXECUTE NOW. 
          I SAID EARLIER, I'LL SAY IT AGAIN. YOU DON'T,
YOU DON'T DEFINE THE WHAT AND WHY IN A VACUUM, YOU DO GET THE INPUT OF, OF LEADERSHIP. BECAUSE THEY,
THEY, THEY HAVE MORE INTIMATE AWARENESS OF REALITY. 
          BUT ONCE YOU'VE DEFINED THE WHAT AND WHY, IT'S A IT'S ABOUT ACCOUNTABILITY FROM THERE. 
          OKAY. THANK YOU. DO YOU WANT TO JUMP OFF INTO ACCOUNTABILITY FROM THERE? I DON'T THINK WE'RE TO THAT POINT. I MEAN, I THINK WE'RE STILL IN THE ESSENCE OF TRYING TO
KIND OF DEFINE, I GUESS, WHAT WE'RE, YOU KNOW, EACH OF THESE AREAS BECAUSE I'VE GOT A QUESTION. YEAH. I
WOULD SAY, I WOULD SAY HOW WE EFFECTIVELY DO ACCOUNTABILITY AS A GOVERNING BODY. 
          I DON'T THINK WE WANT TO GET INTO THAT RIGHT NOW. 
          I THINK THAT'S IMPORTANT, BUT I THINK DEFINING SOME THINGS IS GOING TO BE MORE IMPORTANT. 
          RIGHT HERE IN THE SHORT TERM. YEAH I AGREE. SO JUST TRYING NOT TO GET OVER INTO THAT THOSE
AREAS, BUT THEN KEEPING OURSELVES ON KIND OF THAT POLICY INITIATIVE GOAL,
RIGHT. 
          SO. DO WE HAVE A. DO WE HAVE AN INTEREST FOR COUNCIL TO DIRECT CITY MANAGER TO LOOK AT ACCOUNTABILITY INTERNALLY? LIKE WHERE, HOW DOES THE STAFF HOLD ITSELF ACCOUNTABLE? HOW ARE WE HOLDING OURSELVES ACCOUNTABLE? LIKE,
IS THAT SOMETHING YOU WANT KEVIN TO LOOK INTO IN THE FUTURE? NOT. WELL, I THINK YEAH, I THINK I THINK WE'VE ALREADY ESTABLISHED THAT. 
          WE TALKED ABOUT THAT LAST TIME. GRAYSON RAISED HIS HAND AND SAID,
AS AN EXECUTIVE TEAM, WE NEED TO IMPROVE THAT THROUGHOUT THE ORGANIZATION. 
          SO YES, THAT IS I DON'T EVEN THINK WE NEED TO SPEND TIME ON IT. 
          I THINK THAT WAS ESTABLISHED LAST TIME. SO WHAT WHAT WE'RE GOING BACK. 
          THERE ARE PLANS. THERE ARE THERE ARE PLANS TO DO THAT. 
          GRAYSON. I HAVE TALKED ABOUT THAT, AND I THINK HE'S GOING TO BE SUBMITTING INFORMATION ON
ENGAGING SOME HELP ON HOW TO DO THAT THROUGHOUT THE ORGANIZATION, I THINK. I THINK WHAT WE'RE GOING BACK TO IS GOVERNANCE CAPACITY,
RIGHT? TRYING TO MAXIMIZE THE FEW HOURS THAT WE GET TO GIVE THIS,
YOU KNOW, ON A WEEKLY BASIS AND THEN ISOLATE THOSE THINGS THAT NEED TO BE OPERATIONAL AND EXECUTIVE. AND SO THAT IS BEING HOUSED IN THE IN THE EXECUTIVE MEETINGS THAT YOU GUYS ARE
GOING TO WALK THROUGH. 
          BUT THEN. YES, SIR, ON OUR SIDE, CUSTOMER SERVICE,
JUST TO, TO MAYBE WRAP THIS ONE UP AND THEN MOVE ON TO THE NEXT ONE. 
          WE HAVE CONSENSUS THAT WE, YOU KNOW, WE NEED TO IMPROVE IN THIS AREA AND WE NEED TO
MEASURE AND TRACK IT. 
          AND THEN WE NEED SOMETHING THAT WE CAN HOLD OURSELVES ACCOUNTABLE TO. 
          WE'RE GOING TO HAND THAT OVER TO THE EXECUTIVE SIDE. 
          THEY'VE GOT DIRECTION NOW. WHAT WE HEARD PREVIOUSLY IS THAT SOME OF THE THE ISSUE BETWEEN
EXECUTIVE AND GOVERNANCE WAS A LACK OF CLARITY THAT YOU, YOU KIND OF OPENED UP TO. 
          SO KEVIN, JUST AS THE COACH ON THE SIDELINE,
YOU FEEL LIKE WE'VE CALLED THAT PLAY AND AND THAT THAT THAT'S CLEAR ENOUGH. 
          OR DO WE NEED TO ADD SOMETHING ELSE TO THIS AS FAR AS CUSTOMER SERVICE? I THINK WE NEED TO ADD ONE MORE PIECE. AND AS FAR AS CLARITY,
IT'S A CLEAR NEXT STEP. 
          IT'S NOT THE FINAL PIECE OF CLARITY. ARE WE CLEAR. 
          ARE WE CLEAR ON THAT? YEAH. NEXT STEP. YOU'RE WITH ME ON THAT? YES, SIR. OKAY, GOOD. YEAH. WE'RE GIVING DIRECTION. 
          THERE'S GOING TO BE WORK TO DO ON THE CITY SIDE TO COME BACK WITH DATA,
INFORMATION OPTIONS. 
          AND THEN FROM THERE, THE COUNCIL TRIES TO GIVE SOME FINALITY TO THE DIRECTION. 
          OKAY. BUT. BUT I DO HAVE ONE MORE PIECE. YOU MENTIONED THAT SO FAR,
WE'VE ESTABLISHED CUSTOMER SERVICE IS IMPORTANT. 
          WE NEED TO SET A STANDARD. WE NEED A WAY TO MEASURE THAT STANDARD. 
          BUT THEN YOU BROUGHT UP COLE THAT MAYBE THERE'S TWO CAMPS OR TWO BUCKETS OF OF CUSTOMER
SERVICE. 
          ONE IS WHEN WE PROVIDE A SERVICE TO TAXPAYERS THAT ARE THAT'S BUILT INTO THEIR,
THEIR, THE TAXES THEY PAY. 
          BUT THEN THERE'S ALSO THIS OPTIONAL CUSTOMER THAT CAN OR CANNOT INTERACT WITH AMARILLO. 
          [00:45:04]
IT MIGHT BE IMPORTANT TO SAY WE WANT, WE WANT A VISION AROUND,
WE WANT AN APPROACH TO BOTH Y'ALL. 
          Y'ALL TALK TO THAT. IS THAT IMPORTANT TO DISTINGUISH? WELL, I THINK AN INTERESTING THING, AND I THINK THIS IS SOMETHING FOR ALL OF US TO FIGURE
OUT BECAUSE I DON'T THINK WE'VE EVER NONE OF US HAVE REALLY BEEN IN THIS INDUSTRY. 
          THERE'S WE'VE SOME COMMENTS HAVE BEEN MADE ABOUT HAVE TO. 
          THE THING IS, THE THIS ORGANIZATION DOESN'T HAVE TO RUN ON BUSINESS PRINCIPLES BECAUSE
MOST PEOPLE DON'T HAVE AN OPTION LIKE A LIKE I DON'T HAVE AN OPTION IF I WANT WATER. 
          RIGHT. I MEAN, I, I MEAN, I'VE ONLY GOT ONE SOURCE. 
          I MEAN, I'VE GOT, WE DON'T HAVE AN OPTION. SO IT'S AN INTERESTING ENTITY ON WHEN WE DRIVE
CUSTOMER SERVICE BECAUSE, YOU KNOW, LIKE WE'RE SAYING IT'S LIKE, WELL,
WOULD YOU DO BUSINESS OR WOULD YOU RECOMMEND US? WELL, I, I, I DON'T KNOW WHO ELSE I WOULD TELL YOU TO GO TO,
RIGHT? I MEAN, IT'S LIKE, YEAH, YOU GOT NO OPTION. SO I MEAN,
I THINK THAT THAT'S INTERESTING WHEN WE DO DELVE INTO THIS CUSTOMER SERVICE ISSUE OF JUST DEFINING THAT ALL OF US LIVE IN THE PUBLIC SECTOR THAT WE KNOW IF WE DON'T DO A GOOD JOB,
THEY WILL GO SOMEWHERE ELSE. 
          THEY WILL CHOOSE SOMEWHERE ELSE. SO THE ACCOUNTABILITY AND THE TEETH AND THE ALL OF THOSE
TYPE OF THINGS, BECAUSE I THINK OUR, OUR FRONT LINE PEOPLE ARE DOING A GREAT JOB FOR THE MOST PART. 
          BUT IS THERE ROOM FOR IMPROVEMENT? PROBABLY. YOU KNOW,
I WOULD GUESS SO. 
          I DON'T I DON'T THINK I'M IN A POSITION TO SAY YES OR NO BECAUSE I DON'T KNOW. 
          LIKE AGAIN, WE'RE SUPPOSED TO BE AT THE 60,000 FOOT LEVEL. 
          I'M NOT AT THE FIVE FOOT LEVEL BEHIND THE COUNTER LISTENING TO CONVERSATIONS. 
          SO ANYWAY, I THINK AS WE GET INTO CUSTOMER SERVICE,
WE'VE GOT TO REALLY FIGURE THAT OUT AS WELL. 
          SO YEAH, DEFINE IT. YEP. WELL, I THINK AT THE END. 
          OH I'M SORRY. GO AHEAD KEVIN. DON HAD A REALLY GOOD QUESTION EARLIER. 
          WHAT DOES OR WHAT IS THE RESPONSIBILITY AND WHAT HAVE YOU SEEN HISTORICALLY? WHAT DOES A, A, A TEAM LOOK LIKE FOR A CITY COUNCIL THAT SOME OF US MIGHT ONLY BE HERE TWO
YEARS. 
          SOME OF US WILL BE HERE FOR SIX YEARS. WE DON'T KNOW IT. 
          IT'S IT'S WHAT IS A WHAT IS IT A REALLY GOOD TEAM LOOK LIKE? AND HOW DO THEY INTERACT WITH STAFF? HOW DO THEY INTERACT? WHAT, WHAT WHAT DOES A WIN LOOK LIKE? ARE WE DRIVING THE THE VEHICLE OR ARE WE HOLDING ON
TO THE BUMPER OR IS THE CAR JUST LEFT US? WHERE ARE WE AT AND WHAT WHAT SHOULD WE BE DOING? ALL RIGHT, SO I'LL ANSWER THAT BRIEFLY, THAT THIS KIND OF DOES GET INTO A WHOLE NOTHER
TOPIC OF WHAT IS AN, A, A TEAM GOVERNANCE CAPACITY LOOK LIKE. IT'S MULTIFACTORIAL. 
          ONE OF THOSE IS GIVING CLEAR DIRECTION, WHICH IS,
WHICH IS OUR PRIMARY GOAL TODAY IS TO DEFINE SOME OF THAT. 
          BUT DAVID, TO IF I HAD TO DESCRIBE LIKE COUNCILS THAT I'VE SEEN THAT ARE A TEAM,
SO TO SPEAK. 
          ONE IS THEY HAVE A GOOD RELATIONSHIP WITH THE CITY MANAGER. 
          AND BY GOOD RELATIONSHIP IT MEANS THEY GIVE CLEAR DIRECTION AND EXPECTATIONS TO THE CITY
MANAGER AT THAT TEN ZERO ZERO ZERO FOOT VIEW. 
          AND THEN THEY, THEY THEY DO WHAT THEY CAN TO PROVIDE THE RESOURCES AND SUPPORT AND,
AND ENVIRONMENT FOR THAT CITY MANAGER TO GO EXECUTE AND THRIVE. 
          NUMBER TWO, THEY, THEY STAY IN THEIR LANE AND LET THAT CITY MANAGER GO AND EXECUTE. 
          NUMBER THREE THEY AGAIN, EMPHASIZING NUMBER ONE,
THEY SUPPORT AND THEY DO EVERYTHING THEY CAN TO PUT THAT CITY MANAGER IN A, IN A PLACE TO SUCCEED. ANOTHER THING IS THEY CITY COUNCILS KEEP THE MAIN THING, THE MAIN THING. AND IF YOU HAVE A COUNCIL WITH A LITTLE CONTINUITY IN
IT MEANING PEOPLE WHO ARE ON THE COUNCIL, YOU KNOW, OVER A 5 TO 7 YEAR PERIOD,
YOU SHOULD SEE MEANINGFUL CHANGE. 
          MEANINGFUL PROGRESS IN WHAT THEY SAID. THE MAIN THING WAS SO THAT'S,
THAT'S WHAT I WOULD DESCRIBE. 
          OH, ANOTHER THING IS I CAN KEEP GOING. ANOTHER THING IS THE COUNCIL,
THOUGH THEY MAY DISAGREE, WHICH IS HEALTHY WHEN THEY SAY READY, SET, BREAK OUT OF A MEETING,
THEY SPEAK WITH ONE UNIFIED VOICE TO THE COMMUNITY. 
          THEY'RE NOT BADMOUTHING THE OTHER COUNCIL MEMBER. 
          THEY'RE, THEY'RE SAYING, HEY, THERE WERE MULTIPLE WAYS TO APPROACH THIS AS A COUNCIL. 
          [00:50:06]
THE COUNCIL ADOPTED OPTION B. AND SO OUR JOB NOW AS CITIZENS IS TO MAKE BE SUCCESSFUL. 
          THEY SPEAK AS WITH ONE UNIFIED VOICE. THOSE ARE A COUPLE OF EXAMPLES OF WHAT AN A TEAM
COUNCIL LOOKS LIKE. 
          AND THEN WHAT DO YOU DO WHEN WHEN FAILURES HAPPEN,
WHEN THE CITY MANAGER ISN'T EXECUTING WELL, THAT'S A WHOLE SEPARATE THING. BUT THAT'S WHAT AN A TEAM COUNCIL LOOKS LIKE IN A QUICK
SKETCH. 
          WITH THE CITY OF AMARILLO. WHAT IS THE MAIN THING? WHAT'S THAT? WHAT IS THE MAIN THING YOU SAY? KEEP THE MAIN THING. 
          THE MAIN THING. WHAT IS THE MAIN THING? BECAUSE WE CHASE A LOT OF THINGS. 
          WE DO. WELL, THAT'S WHAT WE'RE HERE. WHAT IS THE MAIN THING? THAT'S WHAT WE'RE WE'RE TALKING ABOUT TODAY. YEAH. BUT I MEAN COME ON. 
          WE'RE WE'RE FIVE MAIN THINGS HERE. I KNOW PUBLIC SAFETY,
BUT I MEAN, WHAT IS THE MAIN THING. 
          I MEAN I'D I'D LIKE TO KNOW WHAT THE MAIN THING IS SO I CAN KEEP THE MAIN THING,
THE MAIN THING BECAUSE I KNOW WHAT MY THINGS ARE. 
          YOU YOU GOT THINGS COLE. YOU GOT THINGS DONE. 
          TIM. YOU GOT THINGS UNLESS YOU GOT THINGS. WHAT IS THE THING THAT WE'RE ALL BEHIND? YEAH. SO WHEN YOU SAY, WHAT'S THE MAIN THING? SINCE WE'RE ELECTED OFFICIALS, WE SHOULD KNOW WHAT OUR CITIZENS WANT. 
          AND I THINK IT COMES DOWN TO SOME BASIC THINGS IN LIFE. 
          THEY WANT A SAFE CITY. THEY WANT A CLEAN CITY. 
          THEY WANT WHEN THEY TURN THEIR FAUCET ON AND FLUSH THEIR TOILET,
THAT THE WATER WORKS PROPERLY. 
          THOSE ARE THE THREE BASIC THINGS THAT A CITY NEEDS. 
          AND IF WE'RE NOT PAYING ATTENTION TO THOSE THREE THINGS,
FIRST, EVERYTHING ELSE DOESN'T MATTER. 
          I AGREE WITH THAT. I THINK THOSE ARE THOSE ARE THE MAIN THINGS. 
          BUT I THINK THOSE ARE THE GIVEN THINGS. THOSE ARE THOSE ARE THE EXPECTATIONS. 
          I MEAN, THOSE HAVE TO OCCUR REGARDLESS. BUT WHAT IS OUR INTENT FOR THIS CITY? I THINK THAT'S WHAT WE'RE I MEAN, IF WE DON'T GET THE WATER THERE,
WE'RE OUT. 
          I MEAN, THE CITY DOESN'T OPERATE. DAVID. YEAH. 
          DAVID, LET ME JUMP IN HERE. LET ME JUMP IN HERE. I APPRECIATE WHAT YOU'RE SAYING. I,
AND I, I, I I'M TRACKING WITH YOU. I THINK THAT I DON'T THINK THAT THE THIS COUNCIL OR THE CITY ORGANIZATION, WHATEVER AMARILLO AS A WHOLE IS NOT A. 
          AND THIS ISN'T A BAD THING, AND IT'S NOT A CRITICISM,
BUT AMARILLO AS A WHOLE, I WOULD SAY, ARE YOU'RE NOT QUITE AT A PLACE TO DEFINE THAT YET. 
          I THINK THAT AND I, I MENTIONED THIS AND WE REALIZED THIS TOGETHER AS A GROUP,
AS A WHOLE GROUP LAST TIME IS THAT WE'VE GOT TO GET SOME FUNDAMENTALS ESTABLISHED FIRST SHORED UP. SO I KNOW WHAT YOU'RE SAYING,
DAVID. 
          LIKE, YEAH, WE GOT TO DO PUBLIC SAFETY. WE GOT TO DO WATER. 
          BUT I, WE CAN'T TAKE FOR GRANTED THAT THOSE THINGS ARE BEING DONE THE RIGHT WAY. 
          YEAH. CAN I KEVIN. THAT'S A GOOD IT'S A GOOD FOUNDATION MAN. 
          CAN I, CAN I WEIGH IN HERE JUST IN IN KIND OF AN OVERALL,
I THINK, GOVERNANCE CAPACITY IN THE WAY IN WHICH WE'RE TALKING ABOUT. 
          IT'S REALLY GOOD. WHAT YOU WILL SEE HERE IS,
IS, YOU KNOW, MY MY BROTHER HAS AN ENGINEERING MINDSET AND IT'S A STRENGTH AND ENGINEERS FOCUS ON THAT GEAR THAT TURNS AND THAT ONE THING. 
          RIGHT. WHAT I WOULD LIKE TO SAY IS WHAT'S DIFFICULT FOR THAT ENGINEER WHEN THEY SIT ON
COUNCIL IS THEY HAVE TO BECOME AN ARCHITECT. 
          THEY REALLY HAVE TO LOOK AT THE ENTIRE THING ALL TOGETHER. 
          AND SO LIKE AS A COUNCIL, THE ONE THING THAT WE HAVE TO KEEP MINDFUL OF IS OUR ROLE IS SO
DIVERSE IN SO MANY THINGS THAT ARE ALL PRIORITIES ALL THE TIME, AND EVERYTHING IS A 911 EMERGENCY FOR SOMEONE. 
          BUT TO KEEP A VISION AND TO KEEP A FOCUS, YOU HAVE TO REMAIN,
YOU KNOW, IN THE IDENTITY OF OUR JOB IS THE OVERALL FUNCTION OF THE ENTIRE COMMUNITY AND HOW IT IT RELATES WITHIN AND TO ITSELF. 
          AND SO AN ARCHITECT, THOUGH THERE MAY BE DIFFERENT ROOMS THAT ARE SPECIFIED FOR DIFFERENT
PURPOSES WHEN THEY'RE DESIGNING, LIKE THE THE BUILDING OR THE PROJECT. BUT THAT ARCHITECT HAS TO KEEP IN MIND THAT IT'S
FUNCTION OF THE OVERALL HOUSEHOLD, OF THE OVERALL BUILDING OR THE OVERALL PROJECT. 
          IT'S NOT JUST THE MECHANICAL, IT'S NOT JUST THE ELECTRICAL,
IT'S NOT JUST THE PLUMBING. 
          SO WE GET TO UTILIZE THOSE DEPARTMENTS, RIGHT? THAT KIND OF ARE REPRESENTED IN THOSE ENGINEERING FIRMS. BUT COUNCIL HAS TO BE THE ARCHITECT IN ORDER TO SAY,
OKAY, IS THIS A HEALTHY ORGANIZATION AND ARE WE GROWING? AND THERE'S 30 DEPARTMENTS THAT ALL HAVE 30 DIFFERENT MAIN THINGS,
RIGHT? BUT WE AT THAT VIEWPOINT OF POLICY AND GOVERNANCE CAPACITY,
I BELIEVE WE NEED TO BE MINDFUL AND IT'S VERY DIFFICULT TO STAY 
          [00:55:05]
FOCUSED ON IT. BUT WE'VE GOT TO BE MINDFUL THAT AT THE END OF EVERY DAY,
IT'S ABOUT THE TOTAL FUNCTION OF THE OF THE THE WHOLE COMMUNITY. 
          AND THERE'S SO MANY PARTS AND PIECES THAT ARE MOVING CONSTANTLY. 
          IF WE ALLOW OURSELVES TO TRY TO DEFINE, OKAY,
WHAT'S OUR ONE MAIN THING GOING TO BE? NOW WE'VE BECOME MYOPIC AND WE'RE JUST GOING TO FOCUS KIND OF AS THAT ENGINEER ON THAT ONE
THING. 
          AND THAT'S ALL WE'RE GOING TO GET TO ACCOMPLISH. 
          BUT THEN IN PRIORITY PRIORITIZATION OF 3 OR 4 MAIN AREAS OF FUNCTIONALITY,
I THINK WE CAN STILL GIVE DIRECTION AND BALANCE THAT. BUT AT THE SAME TIME,
THE PURPOSE IS WE LOVE THE COMMUNITY TO THE POINT TO WHERE WE WILL CIVIC SERVICE AND LEAD AND IT'S SERVANT LEADERSHIP THAT REQUIRES YOU TO,
TO COME BACK AT THE END OF EVERY DAY AND SAY, DID I LEAVE IT BETTER THAN THE WAY I FOUND IT? AND THAT'S, THAT'S A TOTALITY. THAT'S, THAT'S THE WHOLE VIEWPOINT. 
          SO I DON'T, I KNOW THAT'S NOT NECESSARILY THE ANSWER,
BUT THAT IS THE THE FOCUS THAT YOU GOT TO KEEP SHOOTING AT ALL THE TIME AND NOT ALLOW THE DISTRACTIONS,
SO TO SPEAK, OR, OR THE NINE ONE ONES TO PULL YOU INTO ANY ONE AREA. 
          KEVIN. YOU CAN GO FROM THERE. YEAH, I AGREE. SO I THINK I THINK,
DAVID, THE SHORT ANSWER IS I THINK THAT COUNCIL HAS IDENTIFIED THE MAIN THINGS HERE IN THE SHORT TERM. 
          THESE AREN'T ULTIMATE THINGS. BUT FOR RIGHT NOW THESE ARE THE MAIN THINGS. 
          AND THAT AS THIS COUNCIL, AS THE ORGANIZATION EXECUTES OVER TIME,
THE HORIZON OPENS UP TO START DREAMING AND PRIORITIZING OTHER THINGS. 
          BUT THIS IS WHERE WE ARE RIGHT NOW. SO THE MAIN THING IS TO START PROVIDING GREATER
CLARITY AND DIRECTION TO THE ORGANIZATION. 
          AND THAT'S THE GOAL TODAY. SO LET'S GO BACK TO CUSTOMER SERVICE AND LET ME ASK THIS
QUESTION. 
          SHOULD WE WHEN WHEN YOU THINK ABOUT DEFINING CUSTOMER SERVICE AS A PRIORITY,
SHOULD THERE BE A DISTINCTION BETWEEN THOSE TAX BASED FUNDED SERVICES AND CODE BUSINESSES DOING BUSINESS WITH THE CITY, ETCETERA? SHOULD THERE BE A DISTINCTION BETWEEN THOSE TWO? I WOULD SAY NO. 
          I MEAN, WHETHER SOMEBODY HAS A CHOICE TO GO SOMEWHERE ELSE OR NOT,
GOOD CUSTOMER SERVICE IS GOOD CUSTOMER SERVICE. 
          SO I DON'T UNDERSTAND WHY THERE WOULD BE A I MEAN,
AND TECHNICALLY, I MEAN, YOU COULD SAY PEOPLE HAVE A CHOICE TO LIVE INSIDE THE CITY LIMITS OR OUTSIDE THE CITY LIMITS, AND MAYBE THEY GET FRUSTRATED BECAUSE OF DEALING WITH
SOMETHING THAT IS, QUOTE UNQUOTE, A MONOPOLY THAT WE HAVE. BUT SO I DON'T I MEAN,
GOOD CUSTOMER SERVICE IS HELPING PROBLEMS GET SOLVED OR HELPING PROBLEMS NOT ARISE IN THE FIRST PLACE. AND THAT COULD APPLY TO, TO ANYTHING,
NOT JUST SOMETHING THAT EITHER WE HAVE COMPETITION WITH OR WE DON'T IN MY MIND. 
          I APPRECIATE THAT COMMENT. BUT THEN I WOULD SAY AT THE GOVERNANCE LEVEL,
THAT'S I'M VERY MUCH IN LINE WITH WITH LES. 
          LIKE THE ANSWER IS NO. WE WANT TO WE WANT TO IMPLEMENT THE SAME STANDARD ALL THE WAY
ACROSS THE BOARD THAT THE GOAL IS, IS TO TREAT EVERYBODY THE WAY WE'D WANT TO BE TREATED. 
          AND IF YOU'RE THAT CUSTOMER, HOW WOULD YOU WANT TO BE ADDRESSED AND DEALT WITH WITH
WHATEVER YOUR NEED IS? BUT THEN YOU TAKE IT THROUGH THE EXECUTIVE BRANCH AND YOU PUT IT INTO OPERATIONS AND THE
ANSWER BECOMES YES. 
          SO YES, THINGS ARE DIFFERENT OPERATIONALLY BECAUSE YOU HAVE TWO MAIN FORMS OF INTERACTION
WITH WITH, YOU KNOW, OUR ORGANIZATION. ONE IS A BUSINESS LIKE FORM WHERE YOU ARE PAYING FOR A
SERVICE, THERE IS SOMETHING BEING DELIVERED TO YOU. AND THE OTHER ONE IS REGULATORY. 
          SO LIKE IT'S THE DIFFERENCE BETWEEN POLICE AND FIRE. 
          YOU KNOW, SO THE RED TRUCK ROLLS UP AND YOU'RE THANKFUL TO SEE THEM. 
          YOU KNOW, THE THE RED AND BLUE FLASHING LIGHTS POP UP BEHIND YOU. 
          YOU'RE NOT QUITE SO THANKFUL TO SEE THEM. AND SO. 
          LIKE THERE, THERE, THERE IS A DIFFERENCE IN THE WAY WE COMMUNICATE TO STAFF THAT WE
UNDERSTAND. 
          THERE ARE AREAS IN THE CITY THAT YOU CAN RUN WITH A BUSINESS PRINCIPLE AND A BUSINESS
MENTALITY. 
          AND THEN THERE ARE OTHER REGULATORY CONTROLS THAT ARE FORCED UPON THE CITIZENRY AT LARGE,
RIGHT. 
          FOR THE GOOD OF THE OVERALL PUBLIC SAFETY BEING ONE OF THOSE. 
          AND WE NEED TO MEASURE THAT DIFFERENT. SO I WOULD JUST TRY TO DRAW THAT DISTINCTION DOWN
AT THAT LEVEL. 
          NOT NECESSARILY TRY TO MAKE THAT DISTINCTION HERE ON GOVERNANCE. 
          NO, I THINK THAT'S GOOD. I THINK THAT'S GOOD. 
          OKAY. LET'S WHICH WHICH ONE DO WE WANT TO TALK ABOUT NEXT? 
          [01:00:01]
PUBLIC SAFETY INFRASTRUCTURE, QUALITY OF LIFE GROWTH. 
          I'M GOING TO RECOMMEND INFRASTRUCTURE BECAUSE THERE'S A LOT TO WEIGH THERE. 
          IF I RECALL CORRECTLY, THERE'S A LOT OF THINGS TO THINK ABOUT. 
          IS THAT TRUE OR WE DON'T HAVE TO. WE CAN PROBABLY WON'T GET THEM ALL DONE TODAY. 
          YEAH. SO WE AGREE THOUGH IN, IN THE ORDER THAT WE'VE RANKED THESE BEFORE WE GO INTO
INFRASTRUCTURE, WE GOT 51 MINUTES ON THE CLOCK HERE. RIGHT. SO LET'S,
LET'S JUST TAKE ONE SMALL STEP. 
          IS PUBLIC SAFETY OUR NUMBER ONE PRIORITY BECAUSE OF NEED IS INFRASTRUCTURE. 
          OUR NUMBER TWO PRIORITY BECAUSE OF LET'S SAY OVERWHELMING POTENTIAL,
RIGHT? LIKE THERE'S GROWTH POTENTIAL, BUT THERE'S ALSO FAILURES. 
          AND THEY'RE, THEY'RE ENORMOUS IN COST AND, AND THEY CAN BE DETRIMENTAL,
RIGHT? SO CUSTOMER SERVICE, IS THAT OUR NUMBER THREE PRIORITY TO FOCUS ON RIGHT NOW BECAUSE WE'RE
IDENTIFYING THAT'S SOME THAT'S A WEAK AREA OVERALL IN OUR DELIVERABLES AND THEN QUALITY OF LIFE AND GROWTH. 
          LET'S JUST SAY WE, WE SEPARATE THOSE, BUT WE KEEP THEM BOTH TOGETHER IN THAT,
THAT LIST OF PRIORITIES, YOU KNOW, BECAUSE LIKE, YES, QUALITY OF LIFE COMES WITH SOME OF THESE OTHER THINGS. 
          AND THEN WE CAN BE TASK DEPLOYED OPERATIONALLY ON SOME OF THOSE DOWN THERE BECAUSE THOSE
BETTER IDEAS ARE GOING TO COME THROUGH SOME NONPROFITS, SOME STAFF, YOU KNOW, DIFFERENT COMMUNITY OUTREACH,
THINGS LIKE THAT. 
          SO CAN WE AS A COUNCIL, COMMUNICATE CLEAR DIRECTION AND THEN COME BACK TO INFRASTRUCTURE
IN MORE OF THE WEEDS? AND WHO WANTS TO MOVE THOSE AROUND? WELL, I THINK AND WE'VE WE'VE DISCUSSED THIS BEFORE,
I THINK CORE SERVICES IS IS TIM BROUGHT UP. 
          PEOPLE WANT A SAFE PLACE, THEY WANT THEIR TRASH EMPTIED AND THEY WANT THEIR WATER TO WORK. 
          I THINK IF YOU DON'T HAVE AND AGAIN, WE COULD DEBATE THAT OF LIKE,
WELL, THEY'LL JUST HAVE TO HAPPEN. 
          SO WE DON'T THEY DON'T NEED TO BE PRIORITIES BECAUSE THEY JUST HAVE TO HAPPEN. 
          I THINK THAT AS CORE SERVICES, THEY GOT TO BE TOP. 
          I MEAN, IF THEY'RE NOT BEING DONE WELL YOU DON'T HAVE A CITIZENRY THAT'S HAPPY. 
          WE'RE NOT, WE'RE NOT DOING A GOOD JOB OF LEADING THE CITY. SO I DON'T KNOW HOW YOU WOULD. 
          I THINK THOSE LAST THREE, YOU CAN PROBABLY MOVE THEM AROUND IN MY OPINION. 
          BUT I THINK THE TOP TWO PUBLIC SAFETY AND INFRASTRUCTURE JUST SIMPLY BECAUSE CORE SERVICES
ARE OKAY. 
          SO. AGREED. I AGREE TOTALLY WITH THAT. OKAY. AGREED. 
          WELL, I'M JUST QUESTIONING WHY ARE WE HAVING TO RANK THEM? WELL I THINK THAT WHAT WE'RE GOING FOR HERE IS MORE CLARITY,
RIGHT. 
          AND GREATER SPECIFICITY TO OUR EXECUTIVES. RIGHT? SO IN EVERYTHING BEING IMPORTANT. GO AHEAD KEVIN. 
          COLE. LET ME JUMP IN. LET ME JUMP IN. I THINK I,
I LIKE AND APPLAUD THE PUSH FOR CLARITY. 
          I DO THINK, THOUGH, THAT LET'S SAY THOSE FIRST THREE PUBLIC SAFETY INFRASTRUCTURE
CUSTOMERS, I DON'T THINK IT'S NECESSARY TO PUT A ONE, 2 OR 3 BY THEM. 
          I LIKE THOSE CAN THOSE CAN SIMULTANEOUSLY OCCUPY SPOT NUMBER ONE. 
          OKAY. LIKE IT GOOD ENOUGH THEN. YEAH. SO AS LONG AS WE CAN FOCUS ON THREE BALLS AT THE
SAME TIME, WHICH WE HAVE TO. RIGHT. THEN I AGREE WITH IF IF WE. 
          AND HERE'S WHY. LES IN IN BEING CRITICAL OF MYSELF IN OUR LAST MEETING AND TRYING TO GO
BACK AND DIGEST SOME OF THAT. 
          AND I THINK EVEN AT THE END OF THE MEETING, TRYING TO BE VULNERABLE TO THE POINT OF LIKE,
I WANT YOU TO SEE HOW HARD THIS IS FROM THIS SIDE. 
          YOU KNOW, I WANT YOU TO UNDERSTAND, LIKE, THIS IS NOT AN EASY JOB,
YOU KNOW, FOR ANYBODY. 
          IT'S NOT EASY FOR GREYSON. SO LIKE, I MEAN, TO GET TO THAT LEVEL,
WHAT I HEARD WAS, MAN, YOU GUYS CHANGE YOUR PRIORITIES AROUND. 
          YOU SHOW UP ON MONDAY AND IT'S PUBLIC SAFETY. 
          WE GOT TO GET OVER HERE. AND THEN YOU COME BACK ON WEDNESDAY AND YOU'RE LIKE,
WHY ARE THE PARKS NOT WATERED? AND SO LIKE, WHAT I WAS DRIVING FOR IS I HEARD THE STAFF COMMUNICATE THAT THEY WANT A ONE, TWO, THREE. 
          SO LIKE IN, IN FROM THE RELATIONSHIP, FROM EXECUTIVE CAPACITY TO GOVERNANCE CAPACITY,
NOT FROM THE RELATIONSHIP OF MRS SMITH TO COUNCIL MEMBER. I MEAN, I GET THAT TO THE OVERALL, THE OVERALL HEALTH OF THE ORGANIZATION IS OUR
PRIORITY. 
          THE OVERALL HEALTH OF THE COMMUNITY IS OUR PRIORITY. 
          BUT DO WE DO WE HAVE A NEED TO COMMUNICATE MORE SPECIFICALLY TO,
YOU KNOW, OUR EXECUTIVES? AND IF NOT, I THINK IF WE'RE GOOD, I'M I'M GREAT WITH BACKING UP. 
          I WAS ONLY PUSHING ON THAT BECAUSE I FELT LIKE THAT WAS THE THE CALL. 
          NO, I KNOW, I KNOW, AND I WOULD SAY NO. IT THESE THREE AREAS OF FOCUS. 
          [01:05:06]
THERE'S SO THERE'S SO MUCH IN EACH ONE THAT THEY CAN ALL THREE EXIST. 
          BUT IT IS ABOUT SPELLING IT OUT AND, AND THAT'S THERE'S NO OPTION ON THESE THREE. 
          YOU, THE, THE EXECUTIVE AND THE OPERATIONAL WORLD HAS TO DO WELL IN ALL THREE OF THESE. 
          SO OKAY. GOOD ENOUGH. YEAH. THE ONLY THING I WOULD ADD IS I MEAN,
AND I WON'T SPEAK FOR ANYONE ELSE. 
          I FEEL LIKE AS A COUNCIL, WE HAVE PRETTY GOOD CLARITY ON PUBLIC SAFETY INFRASTRUCTURE. 
          I EVEN THINK WE KNOW CUSTOMER SERVICE IS A PRIORITY. 
          IT'S SOMETHING THAT WE WANT TO HAVE. AND I THINK THE THE SHAPING THE FUTURE GROWTH,
I THINK, IS SOMETHING THAT LAYS ALL THIS. I WOULD SAY TO ME,
THE BIGGEST FUZZY PART ON THIS IS THE QUALITY OF LIFE. 
          I THINK THAT IS. OKAY. HOLD ON, HOLD ON JUST A SECOND. 
          JUST A SECOND. LES I WANT TO SAY I DON'T LET'S SAY THIS,
IT IS NOT CLEARLY ARTICULATED WHAT THAT WHAT THE PRIORITY IS OR WHAT THE OUTCOMES,
WHAT SHOULD BE IN THE NEXT 3 TO 5 YEARS FOR THOSE PUBLIC SAFETY INFRASTRUCTURE AND CUSTOMER SERVICE. SURE. SO I WOULD SAY THAT'S WHERE WE WANT TO SPEND
OUR TIME HERE. 
          A LITTLE BIT WE HAVE LEFT IS WE GOT TO FLESH THAT OUT. 
          OKAY. WE GOT TO FLESH THAT OUT. WELL, I MEAN,
I'LL, I'LL THROW SOMETHING OUT THERE TO BEGIN WITH. 
          OKAY. PUBLIC SAFETY. AGAIN, WHAT GETS MEASURED GETS DONE IS,
IS HOW SAFE OUR COMMUNITY IS. 
          HOW DO WE MEASURE THAT? AND I THINK THERE'S TWO THINGS. 
          I THINK THERE'S ONE IS ACTUALLY IS WHERE IS CRIME? WHAT TYPE OF CRIME IS UP? WHAT TYPE OF CRIME IS DOWN? BUT ALSO THERE'S A THERE'S A PSYCHOLOGICAL PART OF WHETHER WE LIVE IN A SAFE PLACE OR NOT
THAT IS YOU KNOW, AND IF YOU LOOK BACK IN HISTORY, OUR VIOLENT CRIMES ARE PRETTY STEADY OVER THE LAST COUPLE
OF DECADES, WE'VE NOT SEEN. BUT FOR WHATEVER REASON, SOMETIMES PEOPLE SAY,
WOW, IT'S MUCH MORE VIOLENT NOW THAN IT IS. 
          SO I THINK THOSE ARE TWO THINGS THAT I THINK I WOULD WANT TO IDENTIFY IS HOW DO WE
MEASURE, YOU KNOW, IF WE'RE IF WE'RE SAYING PUBLIC SAFETY IS A PRIORITY,
HOW DO WE MEASURE THAT, THAT WE ARE IMPROVING PUBLIC SAFETY? EITHER SOME OF THAT MAY BE ANECDOTALLY AND OBVIOUSLY SOME OF IT STATISTICAL AND ON THE
INFRASTRUCTURE, I MEAN, IF WE LOOK AT OUR INFRASTRUCTURE, THE AGING INFRASTRUCTURE,
I MEAN, IS IT NOT, YOU KNOW, AND MAYBE WE'VE TALKED ABOUT THIS, BUT HOW MUCH OF IT DO WE NEED TO IMPROVE EACH YEAR? HOW DO WE KNOW THAT WE'RE MAKING PROGRESS ON CATCHING UP OVER DECADES OF NEGLECT? WHEN YOUR WATER AND SEWER LINES ARE 60, 70, 80 YEARS OLD,
WHAT PERCENTAGE OF THEM ARE AND HOW MUCH. 
          WHAT TYPE OF INVESTMENT DOES IT TAKE TO BRING THOSE BACK UP TO STANDARD? SO WHEN I LOOK AT PUBLIC SAFETY AND INFRASTRUCTURE,
I THINK THOSE CAN LEND THEMSELVES TO SOMETHING THAT'S PRETTY MEASURABLE OR DOCUMENTABLE THAT WE WOULD SAY IN THE NEXT 3 TO 5 YEARS. HERE'S WHAT WE'RE WANTING TO ACHIEVE. 
          OKAY, KEVIN, KEEP DRIVING THERE. I THINK I KNOW TIME. 
          YEAH. WELL GO AHEAD. I'M SORRY. I KNOW TIME IS A CONSIDERATION. 
          SO, YOU KNOW, LET'S BITE SIZE THIS A LITTLE BIT. 
          WE DON'T HAVE TO BE DONE TODAY. WE KNEW WE WOULDN'T FINISH TODAY. 
          RIGHT. WE'LL COME BACK. BUT WE'VE, WE'RE GETTING QUITE A BIT ACCOMPLISHED HERE. 
          I'D SAY IN COMMUNICATING, YOU KNOW, HERE'S WHERE WE,
WE WANT TO SEE, BUT THEN IT'S LIKE, WHAT DO WE WANT TO SEE? SO DO YOU, DO YOU WANT TO FOCUS ON THE WHAT ON THESE AREAS? LET'S DO THAT. LET'S OKAY, LET'S TAKE PUBLIC SAFETY. 
          OKAY. FOR EXAMPLE. IN 3 TO 5 YEARS. WHAT? AND IT DOESN'T MATTER THAT YOU MAY OR MAY NOT BE ON THE COUNCIL. THAT DOESN'T MATTER. LET'S PRETEND THAT YOU ARE. 
          WHAT WOULD YOU LIKE TO SEE IN THE CITY OF AMARILLO REGARDING PUBLIC SAFETY? WHAT OUTCOMES? WHAT DOES SUCCESS LOOK LIKE FOR PUBLIC SAFETY? I THINK TWO OF THE MEASURABLES. I THINK THE FIRST ONE INITIALLY IS THAT WE HAVE A FULLY
STAFFED DEPARTMENTS, WHETHER THAT'S POLICE, FIRE, ANIMAL WELFARE. ONE THAT WOULD FOLLOW THAT ON THE LAW ENFORCEMENT END IS HOW IS OUR CRIME RATE IS BRINGING DOWN THAT CRIME RATE? I THINK IT'S VERY IMPORTANT THAT WE LEVERAGE TECHNOLOGY TO THE HIGHEST DEGREE POSSIBLE TO
KEEP OUR OUR OFFICERS SAFE IN IN ALL LEVELS AND KEEP THE CITIZENS SAFE. AND I WOULD ADD ENFORCEMENT. 
          I MEAN, WE NEED TO SEE WE LOOK WE'VE LOOKED AT THE RESULTS. 
          I GUESS WE HAD SEEN THE FULL RESULTS OF SUMMER SHIELD. 
          [01:10:02]
BUT YOU CAN DEFINITELY TELL IT'S MAKING AN IMPACT. 
          SO I THINK ENFORCEMENT IS A BIG DEAL. THROUGH PUBLIC SAFETY. 
          SAY THAT AGAIN. DON. WHAT'S THAT POINT? I'M SORRY. 
          ENFORCEMENT. I THINK FOR PUBLIC SAFETY, YOU KNOW,
WE CAN MEASURE HOW MANY? I GUESS NOT JUST CITATIONS, BUT I MEAN, HOW MANY? WELL, VIOLENT CRIMES, BUT I MEAN, HOW THAT WE'RE ACTUALLY ENFORCING OUR LAWS AND OUR
ORDINANCES THAT, THAT THEY'RE BEING ENFORCED SO THAT WE SEE PEOPLE BEING HELD ACCOUNTABLE. 
          AND I THINK THAT HAS AN AFTER EFFECT OF DRIVING THAT CRIME RATE AND EVERYTHING ELSE DOWN. 
          OKAY. I THINK IT'S GREAT THAT, YOU KNOW, WE'RE WE'RE STAYING HIGH LEVEL AND WE'RE HITTING
THOSE THINGS. 
          AND, AND I WOULD STAY HIGH LEVEL WITH THIS, BUT I,
I WANT TO DRILL INTO IT JUST ONE LEVEL LOWER. 
          SO LIKE LEADERSHIP, RIGHT? SO LEADERSHIP MATTERS VERY MUCH. 
          SO WHEN YOU'RE TALKING ABOUT PUBLIC SAFETY. AND SO WHEN YOU THINK ABOUT,
WE JUST HAVE ONE SMALL APPARATUS THAT WE OPERATE HERE OUT OF THE COA, IT'S OUR POLICE DEPARTMENT, RIGHT? AND LIKE WHAT WE THINK OF IN LAW ENFORCEMENT,
BUT THEN WE ALSO OPERATE ALL OF OUR EMERGENCY, YOU KNOW, MANAGEMENT, BUT THEN WE ALSO OPERATE OUR 911 CALLS AND WE,
AND WE HANDLE YOU KNOW, A GREAT DEAL OF HOW THAT GETS DISPATCHED. BUT ON TOP OF ALL THAT,
THERE'S A JUDICIAL SYSTEM THAT MATTERS. 
          AND SO IF YOU'RE NOT PROSECUTING, THEN YOU'RE NOT,
YOU'RE NOT WRITING THOSE CITATIONS OR KICKING IN THOSE DOORS. 
          AND THEN ON TOP OF THAT, THERE'S INTELLIGENCE. 
          AND THEN ON TOP OF THAT, THERE'S A STATE FUNCTION. 
          YOU KNOW, OUR STATE POLICE. AND THEN ON TOP OF THAT,
WE HAVE FEDERAL. 
          SO THE ONE THING THAT I WOULD LOVE TO SEE US EXPAND TO,
AND I'M GOING TO TRY TO STRETCH OUR VIEWPOINT JUST A LITTLE BIT. 
          THE CITY OF AMARILLO HAS TAKEN A GREATER LEADERSHIP ROLE IN HOW WE BREAK DOWN THOSE SILOS
THAT ARE LOCKED IN FROM THE SHERIFF'S DEPARTMENT KNEW WHAT WAS GOING ON, BUT THE PD DIDN'T. THE FBI HAD A TASK,
BUT BUT THE DEA WASN'T TOLD ABOUT IT. 
          YOU KNOW, THE THE WAY WE HAVE AND SPECIFICALLY TO GO ANOTHER LEVEL,
I WOULD LOVE TO SEE IN THE NEXT 3 TO 5 YEARS, JOINT OPERATIONAL COMMAND CENTER. SO AMARILLO IS UNIQUE. 
          AMARILLO SITS WITH THE ONLY PANTEX PLANT LIKE IT IN THE NATION. 
          AMARILLO IS UNIQUE. IT'S IT'S ON I-40 AND I-27. 
          AMARILLO IS UNIQUE. WE ARE SEVEN HOURS AWAY FROM AUSTIN. 
          WE'RE FORGOTTEN ABOUT, YOU KNOW. SO IF YOU LOOK LEGISLATIVELY,
WE HAVE TO BECOME STRONGER LEADERS THAT ARE PULLING THOSE STATE DOLLARS UP HERE FOR THE FUNCTIONALITY OF WE ARE THE BEACON. YOU KNOW,
WE'RE THE LIGHTHOUSE OF HOPE FOR ALL 26 COUNTIES UP HERE. 
          AND WE'RE RELIED UPON. AND THAT'S THAT'S A VERY OBVIOUS WHEN WE HAVE AN EMERGENCY. 
          AND SO IF WE HAD SOMETHING THAT WE COULD SPEAK TO LIKE,
HEY, WE WANT GOOD, STRONG LEADERSHIP THAT BREAKS DOWN SILOS AND CREATES COMMUNICATION LINES. OKAY. NOW THE HOW? WELL, THAT'S NOT NECESSARILY OUR EXECUTIVE BRANCH OVER THERE. 
          THAT'S MORE SOMETHING THAT RESIDES OUTSIDE OF COUNCIL IN BETWEEN DIFFERENT,
YOU KNOW, AGENCIES. 
          AND IT IS LEGISLATIVE. SO I DON'T WANT US TO JUST THINK AS COUNCIL,
YOU HAVE A TENDENCY TO ONLY THINK DOWNWARD. 
          RIGHT NOW WE'RE ALL TALKING ABOUT HOW DO WE AT THE TOP WANT TO AFFECT CHANGE DOWN BELOW US
THROUGH ALL THESE? YOU'VE GOT TO THINK UPWARD. YOU HAVE HOUSE REPS,
YOU HAVE SENATORS, AND YOU HAVE AN ENTIRE STATE ORGANIZATION THAT'S FUNCTIONING TO COMBAT CRIME AT AN ORGANIZED LEVEL. AND SO WE NEED TO LEAD IN THAT CAPACITY. 
          AND THAT'S WHAT SUCCESS COULD LOOK LIKE IF YOU LOOK AT VIOLENT CRIME. 
          VERY RARELY DO WE HAVE A DOMESTIC VIOLENCE CASE WITH LETHALITY. 
          YOU KNOW, INSIDE OF THAT, THAT HOUSEHOLD, WHAT WE SEE IS VIOLENT CRIME IS TYPICALLY
ORGANIZED CRIME AND IS PERPETUATED FROM ONE PERSON TO ANOTHER KNOWN PERSON. AND SO REALLY, IF WE WANTED TO CREATE A SAFER CITY WHAT WE DO IS WE CREATE A CRIME
FIGHTING ORGANIZATION. 
          AND WE DO THAT LOOKING UPWARD SO THAT THAT'S A REALLY BIG EXPANDED VIEWPOINT. 
          BUT I'M, WE DON'T HAVE TO GO THAT DIRECTION. I JUST WANT TO WRAP THAT UP IN SAYING LIKE,
THAT'S GOOD LEADERSHIP, RIGHT? AND SO THAT'S, THAT'S WHERE WE'VE GOT TO CONTINUE TO PULL ON OUR PARTNERS LEFT AND
RIGHT. 
          I'VE GOT A COUPLE THOUGHTS ON THAT, BUT ANY OTHER COUNCIL MEMBERS HAVE A THOUGHT ON THAT
PIECE? CAN I WHEN IT COMES TO PUBLIC SAFETY HOW IMPORTANT AND WHAT WE WANT TO ACCOMPLISH, NOT ONLY AS OUR CRIME RATE DOWN,
OUR STAFF IS FULL, BUT DOES IT MATTER WHAT OUR PERCEPTION OF PUBLIC SAFETY IS IN THE COMMUNITY? YOU'RE ASKING THE COUNCIL, CORRECT? LES. I'M I'M JUST ASKING. I JUST IT'S MAYBE YEAH,
I'M JUST INTERESTED IN IS, IS THAT SOMETHING THAT IS IMPORTANT TO US IS NOT ONLY ARE WE 
          [01:15:07]
SAFE, BUT DO PEOPLE BELIEVE THAT THEY'RE SAFE? WELL, I THINK YOU'LL ALWAYS HEAR PERCEPTION IS YOUR PERCEPTION IS YOUR REALITY. 
          SO I THINK IT'S INCREDIBLY IMPORTANT. BUT I DON'T KNOW HOW WE DRIVE THAT UNLESS IT'S A
MARKETING TYPE THING. 
          AND THIS IS JUST ME TALKING. I DON'T I DON'T HAVE THE ANSWER,
BUT I THINK IT'S INCREDIBLY IMPORTANT. 
          BUT I DON'T KNOW HOW WE DRIVE PERCEPTION OR HOW WE WOULD HELP PERCEPTION. 
          CAN I, COULD I JUMP BACK ON LIKE THIS IS ONE OF MY FAVORITE TOPICS. 
          SO PERCEPTION IS EVERYTHING, RIGHT TO A, TO A PERSON WHO IS JUST NOW GETTING A POINT OF
REFERENCE OR YOU KNOW, A FIRST IMPRESSION. SO AS I DRIVE DOWN I-40,
IF I SEE FOUR PEOPLE WHO LOOK LIKE THEY'RE IN THE MIDDLE OF, OF A MIGRATION MOVEMENT THROUGH TOWN, AND THEY'RE CAMPED OUT UNDER I-40,
BUT THEY'RE STANDING RIGHT NEXT TO MY WINDOW SCREAMING AT ME YOU KNOW, HELP, I NEED HELP. I WANT YOUR MONEY. 
          YOU KNOW, LIKE, I DON'T FEEL SAFE. MY, MY WIFE DOESN'T FEEL SAFE. 
          WE DON'T KNOW THIS COMMUNITY. I DON'T KNOW THAT I WANT TO STAY IN THAT HOTEL. 
          SO YES, MAN, THE BROKEN WINDOW PHILOSOPHY HAS A LOT TO DO WITH PUBLIC SAFETY. 
          IF WE ALLOW TRASH TO BUILD UP, IF WE ALLOW, YOU KNOW,
CONTENT TO BE STREWN ABOUT, IF WE DON'T WORK THROUGH OUR CITY MARSHALS, WHICH IS ANOTHER VERY IMPORTANT ASPECT OF, YOU KNOW,
KIND OF NUISANCE THINGS. 
          THEY BECOME CRIMES AND THEY BECOME THE PERCEPTION OF THIS IS NOT A SAFE PLACE. 
          I DON'T WANT TO DO BUSINESS HERE OR LIVE HERE. SO YEAH,
I THINK WHAT LES IS KEYING INTO THERE, I'LL TIE IT BACK TO GOOD LEADERSHIP, BUT IT REALLY COMES DOWN TO DOING THE SMALL THINGS. 
          EVERY LITTLE THING IN PUBLIC SAFETY MATTERS. THAT'S WHY THEY MUSTER. 
          THAT'S WHY THE UNIFORM MATTERS. THAT'S WHY EVERYTHING THAT THEY WEAR HAS HAS A REASON THAT
IT'S ON THEM AND BE OUT HERE IN THE CIVILIAN REALM. 
          WE FORGET THAT IMPORTANCE, AND WE ONLY NOTICE IT WHEN IT GETS WAY OUT OF HAND. 
          SO LIKE, I THINK FOR US AS LEADERS, WE CAN DO A MUCH BETTER JOB OF SETTING THAT STANDARD
BECAUSE IT COMES DOWN TO ENFORCEMENT. 
          IT'S JUST A LACK OF ENFORCEMENT OF, WELL, WE'LL TOLERATE THAT. 
          WE'LL TOLERATE A LARGER GROUP OF PEOPLE CONGREGATING UNTIL SOMEBODY GETS HURT. 
          RIGHT. AND THAT'S NOT A GOOD TOLERANCE. YEAH. 
          I THINK YOU'VE HIT A POINT THERE. BOTH OF YOU. 
          AND AND DON THAT HOW WE ENFORCE WHETHER IT'S STATE LAWS OR CITY ORDINANCES IS,
IS A HUGE THING. 
          AND I'LL USE JUST A REALLY BASIC EXAMPLE. WHEN I WAS A POLICE OFFICER IN A LOCAL TOWN,
IF SOMEBODY PARKED ON THE WRONG SIDE OF THE STREET, THEY GOT TWO TICKETS, ONE FOR DRIVING ON THE WRONG SIDE OF THE STREET AND ONE FOR PARKING
CONTRARY TO TRAFFIC. 
          RIGHT. THOSE WERE NEIGHBORHOODS. AND YOU FELT BAD DOING IT BECAUSE THOSE WERE YOUR
NEIGHBORS. 
          THAT WAS THE CITY YOU WERE GOING TO PROTECT. BUT IT SENT A MESSAGE THAT THIS LITTLE THING
DOES MAKE A DIFFERENCE. 
          AND I JUST USE THAT AS AN EXAMPLE. AND WE SEE THAT AS YOU DRIVE AROUND THE CITY,
WE'VE GOTTEN TO BE A BIG CITY, 200,000 PEOPLE. HOW MANY CARS ARE COMING THROUGH THIS TOWN EVERY DAY? OUR PROBLEM COMES DOWN TO PATROL. POLICE CAN'T BE EVERYWHERE. 
          YOU KNOW, HOW MANY INFRACTIONS HAVE YOU SEEN ON THE ROAD AND SAY,
YOU KNOW, YOU WISH A COP WAS HERE. 
          WELL, WE IT'S NOT FEASIBLE. BUT A LOT OF TIMES THOSE PROGRESSIONS OF OFFENSES INCREASE
BECAUSE WE DON'T ENFORCE THOSE LITTLE THINGS. AND I THINK AS WE LOOK AT JUST THE LAW ENFORCEMENT END,
I THINK WE'VE WE'VE HIRED THE RIGHT CHIEF. 
          I THINK WE'RE IN THE RIGHT DIRECTION THERE BECAUSE PATROL IS ONE OF HIS MAIN AREAS AND
HE'S TRYING TO GET THAT ACROSS TO, TO, TO CITIZENS. AND A LOT OF TIMES CITIZENS AREN'T EDUCATED ON WHAT THEY'RE SUPPOSED TO
DO AS CITIZENS, RIGHT? CITY MANAGEMENT TAKES BLAME FOR STUFF. 
          THE CITY COUNCIL TAKES BLAME FOR STUFF, BUT A LOT OF TIMES OUR CITIZENS DON'T LOOK AND SAY
TO THEMSELVES, OH, YOU KNOW WHAT? MAYBE I GOT TO HELP THE PROBLEM. 
          YEAH. THAT'S GOOD. WELL SAID. I WOULD ADD ONE OTHER THING JUST ANECDOTALLY IS I WOULD SAY
RIGHT NOW, IF YOU LOOK AT THE CHANGE IN STRATEGY FROM OUR POLICE DEPARTMENT AND WHAT THEY'RE DOING,
AND NOT ONLY WHAT THEY'RE DOING, BUT I THINK THEY'RE COMMUNICATING TO THE PUBLIC WHAT THEY'RE DOING WHICH I THINK MAYBE IS
SOMETHING THAT WE KIND OF HAVE MISSED BEFORE. 
          SO YOU KNOW, IF WE, IF WE WENT OUT AND DID A SURVEY RIGHT NOW OF PEOPLE FELT LIKE IT'S
SAFER, I DON'T KNOW WHAT THE RESULT WOULD BE OUT OF THAT,
BUT I THINK VISIBLY AND VISUALLY, I THINK PEOPLE TO THE POINT OF SOME COMPLAINING THAT WE HAVE TOO MANY PEOPLE OUT THERE AT THIS POINT. 
          I THINK THE CHIEF HAS DONE A REALLY GOOD JOB OF NOT ONLY EXECUTING IN THE SIX MONTHS HE'S
BEEN HERE, OF GETTING MORE PEOPLE OUT ON THE STREETS AND VISIBLE. 
          AND THEN, OF COURSE, THERE WAS THE OPERATION THAT WE'RE DOING IN THE SUMMER,
BUT ALSO COMMUNICATING. I MEAN, WHEN HE PUTS OUT A REPORT, HIS NAME IS ON EVERY REPORT. TO ME THAT INDICATES,
WOW, THE THE POLICE CHIEF, THE POLICE CHIEF OF AMARILLO, 
          [01:20:04]
IS MAKING SURE THAT THESE VIOLENT CRIMES ARE GETTING SOLVED. AND SO I JUST WOULD SAY
ANECDOTALLY, KUDOS TO THE CHIEF AND THE RIGHT LEADERSHIP AND US CONTINUING TO SUPPORT THAT MOVING
FORWARD. 
          Y'ALL ARE COMING UP WITH SOME GOOD STUFF HERE. 
          I'VE GOT. SIX, SIX DIFFERENT COMPONENTS HERE. 
          I'LL RATTLE THEM OFF AND THEN. BUT LET'S KEEP ADDING IF YOU HAVE MORE TO ADD,
WHAT DOES PUBLIC SAFETY LOOK LIKE IN 3 TO 5 YEARS? FULLY STAFFED, DECREASING CRIME RATE. WE'RE LEVERAGING TECHNOLOGY. 
          WE'RE MEASURING ENFORCEMENT. WE ARE A LEADER IN CROSS-AGENCY COLLABORATION AND THE COMMUNITY FEELS SAFE. ANYTHING ELSE? I THINK ONE OF THE. AND IT MAY BE WRAPPED UP IN ALL THESE THAT WAS MENTIONED WAS
COMMUNICATIONS. 
          IF WE'RE NOT COMMUNICATING THAT MESSAGE OUT. YEAH,
LIKE I THINK THAT IT DOES GO WITH COMMUNITY, FEEL SAFE, BUT I'M GOING TO MAKE A NOTE THAT COMMUNICATION IS A BIG PIECE OF THAT. 
          I THINK THAT IT'S VERY IMPORTANT THAT THE DATA PROVES THAT IT'S WORKING. 
          THAT WE ARE SAFER. WHAT WAS THAT LAST PART, DAVE? THAT THE DATA PROVES THAT WE'RE WE ARE SAFER,
YOU KNOW. 
          RIGHT. I MEAN, IT'S GOT TO PERCEPTION. I MEAN,
THE COMMUNICATION. 
          BUT IS THE PROGRAM WORKING AND CAN WE SUBSTANTIATE IT? RIGHT. YEP. AND I'M GOING TO PUT THAT I'M GOING TO CAPTURE THAT CONCEPT WITH THAT SECOND
POINT OF DECREASING CRIME RATE. 
          LIKE IT'S IT'S QUANTIFIED. THIS IS GREAT GUYS. 
          SO THIS THIS IS WHAT I'M TALKING ABOUT. THIS IS GREAT DIRECTION. 
          IF YOU GIVE THIS TO TO GRAYSON AND THE, AND THE,
AND THE POLICE CHIEF, THEY, THEY NOW CAN, CAN WRESTLE AROUND WITH THESE CONCEPTS AND START SPELLING OUT SOME OF THE DELIVERABLES AND
SOME OF THE HOW AND KIND OF PRESENT THAT TO YOU. RIGHT. AND YOU CAN SAY,
YEAH, WE LIKE THAT GO EXECUTE OR WE LIKE THIS, WE DON'T LIKE THAT. LET'S TWEAK THIS OR FIND OUT MORE ABOUT THIS. 
          SO THIS IS, THIS IS GREAT, GREAT PROGRESS. LET'S GO,
LET'S GO TO INFRASTRUCTURE. 
          SO KEVIN, MAKE IT EASY ON US. BREAK IT DOWN. RIGHT. 
          SO SO WE HAVE YEAH, GO GO AHEAD Y'ALL. Y'ALL ARE GOING TO HAVE TO BREAK IT DOWN FOR ME. 
          LET'S LET'S KEEP. THEN I'LL PUSH YOU. BECAUSE THERE'S A LOT OF THINGS THAT ARE EQUIPMENT
AND INFRASTRUCTURE RELATED, BUT LIKE, LET'S BE TOPICAL AND WHERE WE WANT TO TARGET. 
          SO STREETS, RIGHT? WATER, SEWER LINES THAT WOULD INCLUDE WASTEWATER TREATMENT,
WATER TREATMENT, PLANT, ALL OF IT DELIVERABLE, WELL FILLED,
YOU NAME IT. 
          WHAT ARE OUR OTHER INFRASTRUCTURES THAT WE, THE CITY,
YOU KNOW, WANT TO BREAK DOWN TOPICALLY? COUNCIL OR DO WE JUST WANT TO FOCUS ON THOSE TWO FOR NOW? LIKE THAT'S SEVERAL BILLION DOLLARS. I THINK THAT WE HAVE TO WE HAVE TO STAY IN FRONT OF
NEW DEVELOPMENTS. 
          I DON'T KNOW IF THAT'S SO. YEAH. OR, YOU KNOW,
WELL, GROWTH MECHANISMS, YOU KNOW, HAVE TO DO WITH HOW YOU ARE ALLOWING PEOPLE TO GROW INTO YOUR CITY LIKE A MUD, YOU KNOW, PRODUCED AN OPPORTUNITY FOR FOR GROWTH IN
INFRASTRUCTURE TO BE PAID FROM PEOPLE OUTSIDE CITY LIMITS. SO LET'S TALK GROWTH POLICIES. COULD BE,
YOU KNOW, MAYBE PART OF THAT DISCUSSION IS THAT DOES DO LIKE STREETS AND WATER. WOULD THAT NOT INCORPORATE? I MEAN, WE'RE TALKING ABOUT STREETS AND WATER IN NEW
DEVELOPMENTS. 
          SO I MEAN, I THINK I THINK YOU COULD BULLET THAT UNDERNEATH EVERYTHING. 
          BUT BUT I, I JUST I'M, I'M CURIOUS IF WE WANT TO TAKE INFRASTRUCTURE IN THE WAY OF,
I WOULDN'T SAY WE GET TO KIND OF CONCEPTUAL WHEN WE SAY HUMAN INFRASTRUCTURE,
RIGHT? LET'S KEEP IT OUT OF THAT REALM. BUT DO WE WANT TO TALK ABOUT ANOTHER LARGE COMPONENT TO
ANY HEALTHY COMMUNITY IS, IS TRASH? AND SO LIKE, DO WE WANT TO PULL IN OUR LANDFILL AND OUR EQUIPMENT THAT PROCESS
INTO OUR INFRASTRUCTURE TOPIC? 
          [01:25:06]
THEN WE'VE HIT WATER, SEWER, STREETS AND TRASH. 
          SO IF YOU WANT TO, IF YOU WANT TO BOIL DOWN THOSE KEY CORE SERVICES RIGHT NOW,
WE COULD EXPAND TO SAY LIKE AIRPORT, RIGHT? THAT'S YOU GOT TO HAVE A, I MEAN, WE WANT TO HAVE A REALLY NICE AIRPORT,
BUT THAT, THAT THAT IS MORE UNDERNEATH OUR BUSINESS SIDE PHILOSOPHIES FOR US AS A COUNCIL,
WE DON'T ALWAYS THINK INFRASTRUCTURE WHEN WE'RE TALKING AIRPORT. 
          NOW WE ALSO HAVE DRAINAGE, RIGHT. AND THAT'S A,
THAT'S ANOTHER KEY IN HOW THE WATER GETS AWAY FROM PROPERTY. 
          BUT, YOU KNOW, I THINK WHERE I'M DRIVING INTENTIONALLY IS WE WE'VE BEEN TAKEN CARE OF IN A
LOT OF WAYS WITH TRASH. 
          AND SO WE ONLY REMEMBER THE TRASH GUY WHEN SOMETHING GOES WRONG. 
          AND SO DO WE WANT TO PULL THAT BACK INTO THIS LEVEL BECAUSE WE'VE ALLOWED IT TO STAY A
LITTLE BIT LOWER UNTIL NOW. 
          SO I'M JUST I'M CURIOUS IF WE WANT TO KEY THAT OFF ON A BULLET POINT. 
          I THINK TRASH IS IMPORTANT. I THINK WHEN, YOU KNOW,
THREE YEARS AGO WHEN WE CAME IN, IT WAS A DISASTER. 
          I MEAN, IT WAS I MEAN, ALLEYS WERE BAD, TRASH WASN'T BEING PICKED UP. 
          AND I THINK WE TACKLED THAT. AND LIKE YOU SAID,
IT'S BEEN GOING WELL. 
          WE ONLY HEAR ABOUT THE TRASH MAN WHEN THINGS AREN'T GOING WELL. 
          SO I MEAN, I THINK IT'S DEFINITELY SOMETHING WE NEED TO KEEP IN INFRASTRUCTURE. 
          AND AGAIN, MEASURABLE, JUST BECAUSE IT'S GOING WELL DOESN'T MEAN THAT WE LIKE WE SHOVE IT
OFF TO THE SIDE BECAUSE I THINK THAT'S WHEN IT GETS DERAILED. 
          OKAY, SO LET'S PUT THAT IN ORDER. KEVIN, WHAT ARE YOU HEARING US SAY? AND CAN YOU HELP ORGANIZE? OKAY. LET ME YEAH,
LET ME LET ME SHOW YOU SOMETHING. 
          BECAUSE YOU'RE RIGHT. INFRASTRUCTURE IS A BIG,
A BIG, BIG CATEGORY. 
          RIGHT? I'M GOING TO SHARE MY SCREEN IN JUST A SECOND. 
          OKAY. LET'S SEE. I'M GOING TO SHARE MY SCREEN AND SHOW YOU SOMETHING. CAN Y'ALL SEE THAT? CAN YOU BLOW IT UP? IT'S NOT AS IMPORTANT THAT YOU READ. YOU CAN READ EVERY WORD,
BUT CAN YOU JUST SEE THE GRAPHIC? YES, SIR. AND I CAN'T REALLY SEE Y'ALL BECAUSE Y'ALL BEEN MINIMIZING MY SCREEN. 
          IF Y'ALL ARE SHAKING YOUR HEAD. OKAY. KIND OF GIVE US THE SIZZLE ON THIS. 
          LIKE, WHAT'S THE BOTTOM LINE? BUT YOU CAN'T SEE IT,
CORRECT? YES. OKAY. SO THIS IS A CITY I WAS WORKING WITH AND. 
          THEY, THEY FOR THEM WHERE THEY ARE, THEY, THEY CREATED THESE THREE MAIN PRIORITIES. 
          OKAY. BUT YOU CAN SEE THAT UNDER EACH ONE, THEY FLESHED IT OUT A LITTLE BIT MORE. 
          AND THEN THEY EVEN GET DOWN INTO THESE INITIATIVES NOW AS A AS A COUNCIL,
THE COUNCIL'S DEFINING THIS AND WHAT THAT MEANS AND WEIGHING IN ON THIS AND THIS,
IT'S THE EXECUTIVE AND OPERATIONAL TEAMS THAT HAVE TO FLESH OUT THESE INITIATIVES. YOU CAN WEIGH IN ON INITIATIVES, BUT ULTIMATELY IT'S, IT'S THE EXECUTIVE AND OPERATIONAL TEAMS. THE REASON I'M JUST SHOWING YOU THIS IMAGE IS TO HOPEFULLY ENCOURAGE YOU THAT WE COULD
HAVE SOMETHING LIKE INFRASTRUCTURE RIGHT HERE, AND THEN WE COULD HAVE SEVERAL DIFFERENT SUB POINTS TO INFRASTRUCTURE. 
          OKAY, IMAGINE THESE AREN'T HERE 4 OR 5. AND THEN IT'S THE TASK OF THE EXECUTIVE AND
OPERATIONAL TEAMS TO TO MAP OUT THE KEY INITIATIVES FOR STREETS, FOR WATER, FOR DRAINAGE. 
          SO I JUST WANTED TO SHOW THIS VISION TO YOU,
THIS, THIS GRAPHIC TO GIVE YOU A PICTURE. 
          SO I DON'T WANT YOU TO BE DISCOURAGED THAT WHEN WE SAY INFRASTRUCTURE,
THAT YOU CAN ONLY PICK 2 OR 3 Y'ALL PAY MILLIONS AND MILLIONS OF DOLLARS IN PERSONNEL EXPENSE,
RIGHT? SO IT IS THERE, LIKE YOUR JOB IS TO SAY INFRASTRUCTURE. 
          AND HERE ARE THE SEVEN LANES OF INFRASTRUCTURE. 
          WHAT'S THE PLAN? RIGHT? AND YOU'VE GOT A MILLION MILLIONS DOLLARS OF ASSETS THAT NEED TO
DEFINE THAT AND MAKE SURE THEY'RE EXECUTING. SO I JUST WANTED TO ENCOURAGE YOU DON'T FEEL LIKE YOU'VE GOT TO PICK ONE OVER
THE OTHER. 
          [01:30:02]
NOW. WHEN IT COMES TO BUDGET ALLOCATION, YES,
SOME OF THESE MAY GET MORE OF A PRIORITY FOR YOU. 
          AND THAT'S YOUR CALL TO MAKE. SO AS WE GO THROUGH THESE,
I'VE HEARD STREETS, WATER, SEWER, DRAINAGE, TRASH, LANDFILL. AND THEN I DO THINK IT'S A GOOD IDEA TO TALK ABOUT DEVELOPMENT
AND GROWTH AS A SEPARATE CATEGORY UNDER INFRASTRUCTURE. 
          SO AS YOU HEAR THOSE SIX, SIX AREAS, WHAT WHAT JUMPS OUT TO THE COUNCIL THAT THE NEEDLE
NEEDS TO BE MOVED IN THE NEXT 3 TO 5 YEARS? I DON'T I DON'T KNOW THAT THE NEEDLE NEEDS TO BE MOVED,
BUT I THINK THAT WE JUST NEED TO BE IN THAT DIRECTION AND, AND HEADING THAT DIRECTION. SO I DON'T KNOW IF THAT'S A RIGHT. 
          I THINK ALL THESE THINGS ARE BEING TACKLED. I THINK WE'VE HAD GOOD DIRECTION AND I THINK
WE'RE HEADED IN THE RIGHT DIRECTION. 
          I THINK WE JUST NEED TO CONTINUE AND CONTINUE TO EVALUATE. 
          LOOK AT THE STREET ASSESSMENTS. YOU KNOW, TALK ABOUT WATER. 
          LOOK AT THE WELL FIELD SEWER AND DRAINAGE, SAME WASTEWATER TREATMENT PLANT TRASH. 
          MY OPINION IS IT'S WE'RE DOING THESE THINGS. WE JUST NEED TO EVALUATE,
SEE IF THEY CAN BE IMPROVED GIVE DIRECTION AGAIN, CLEAR DIRECTION TO STAFF TO SAY, HEY, AGAIN,
WHAT LES BROUGHT UP, I MEAN, WHETHER IT'S CUSTOMER SERVICE OR ARE THESE THINGS BEING DONE WELL, AND LET'S JUST CONTINUE TO MOVE IN THAT RIGHT DIRECTION,
BUT IMPROVE WHERE WHERE WE CAN. 
          KEVIN, I WOULD, I THINK THAT I AGREE WITH WHAT EVERYONE SAID,
BUT I THINK WITHOUT SOME, WITHOUT SOME BENCHMARKS, SOME, SOME GOALS, WE DON'T, I MEAN, WE CAN SIT THERE AND WE CAN LOOK AT THIS STUFF ALL DAY
LONG, BUT IF IF IT'S NOT A WIN, AN A, B, C, D EVEN,
OR A 1 TO 5. 
          WHERE ARE WE AT ON MOVING THE NEEDLE? HOW DO WE DEMAND EXCELLENCE? HOW DO WE KNOW IF WE'RE ACHIEVING OUR GOAL? AND WHAT DOES THE NEXT 3 TO 5 YEAR. 
          YOU KNOW WHAT, WHAT ARE THOSE BENCHMARKS THAT WE HAVE TO ACHIEVE? SO IN FIVE YEARS THAT WE'RE READY TO GIVE ANOTHER FIVE YEARS WORTH OF DIRECTION. 
          AND IF WE WE DON'T HAVE THE ABILITY TO MEASURE AND THE ABILITY TO GIVE THE EXPECTATION OF
WHAT SUCCESS LOOKS LIKE, THEN THEN WE'RE JUST KIND OF RUDDERLESS. 
          I AGREE. YEAH. SO THAT EXACTLY, THAT'S EXACTLY WHAT WE NEED TO DO NOW. 
          THE COUNCIL MAY NOT HAVE THE ALL OF THE DATA NEEDED AT THE AT THIS MOMENT TO WEIGH IN. 
          BUT THAT CAN BE PART OF THE THE PROJECT IS I'M JUST PICKING ONE STREETS. 
          WHERE ARE WE? WHAT IS THE EXPECTATION FOR THE NEXT 3 TO 5 YEARS EXACTLY. 
          THIS DOES NEED TO BE SPELLED OUT. I THINK IT'S REALLY IMPORTANT. 
          IT WOULD. IT WOULD HAVE BEEN REALLY NICE COMING IN TO KNOW EXACTLY WHAT YOU KNOW,
A YEAR AGO WHEN I CAME ON COUNCIL, WHERE WE ARE AND WHAT THE EXPECTATION IS. I MEAN,
ARE WE HITTING THESE METRICS INSTEAD OF IN IN NINE MONTHS, TEN MONTHS, WHATEVER IT IS, WHENEVER,
YOU KNOW, WE COULD ALL BE REPLACED. 
          HOW DOES AN ENTITY OF ALMOST $600 MILLION CONTINUE TO OPERATE IF EVERY TWO YEARS THE
PLAYBOOK IS COMPLETELY REWRITTEN? I MEAN, WE HAVE THOSE BASICS,
BUT HOW DO WE HAVE SOME CONTINUITY? AND AS A CITIZEN OF THIS CITY AND A CITY I LOVE,
HOW DO I KNOW THAT CONTINUITY IS CONTINUING IF I'M NOT HERE AND I GET THE BOUTTE, OKAY, I DID THE BEST I COULD, BUT HOW DO THE CITIZENS KNOW THAT IT IS NOT A HARD REBOOT,
HARD START, AND THAT WE HAVE THESE GOALS AND THAT THERE IS CONTINUITY. 
          BECAUSE I THINK YOU STARTED IT OUT. HOW WAS THE BATON PASSED? HOW DO WE MAKE THE BATON PASS BETTER? AND WE DO THAT WITH GOALS AND METRICS AND SETTING
THAT UP. 
          YEAH, I WOULD AGREE. I MEAN, TO ME, AT THE END OF THE DAY,
WHAT GETS MEASURED GETS DONE. 
          AND, AND I THINK WE HAVE MADE SOME HEADWAY ON SOME CERTAIN THINGS THAT WE'VE LOOKED AT. 
          BUT, YOU KNOW, SOMETIMES WE'VE GOT SO MUCH GOING ON,
IT'S HARD FOR ME TO REMEMBER, OKAY, WHAT WE DID. 
          AND, YOU KNOW, I THINK AS A COUNCIL TO MAKE SURE THAT WE CLEAR THE PATH SO THAT WE'RE
FOCUSED ON THESE THINGS. 
          THE THING I LIKE ABOUT WATER AND SEWER AND ROADS IS THAT THAT'S EASILY MEASURABLE. 
          I MEAN, WE HAVE X NUMBER OF MILES OF ROADS THAT NEED TO BE REPAIRED,
WATER AND SEWER TRASH. 
          I'D HAVE TO FIGURE OUT, OKAY, WHAT ARE WE TRYING TO DO? AND HOW DO WE KNOW WHEN WE MAKE
THAT? BUT I THINK THOSE ARE THINGS THAT ARE PRETTY EASY. 
          AND HOW DO WE PUT OURSELVES ON A PLAN NOT ONLY TO ACHIEVE THIS IN 3 TO 5 YEARS,
BUT IF WE'VE GOT A GOOD PLAN TOGETHER, HOW LONG DOES IT TAKE US AGAIN, REALIZING THAT ANYBODY CAN CHANGE ANYTHING BUT TO SAY THAT
WE'VE GOT A GOOD PLAN MOVING FORWARD AND WE KNOW IF WE'RE MAKING PROGRESS ON THAT PLAN OR 
          [01:35:09]
NOT, I THINK THAT'S WELL SAID. CAN I BREAK THAT DOWN INTO A COUPLE THINGS,
KEVIN, THAT IF IF WE GIVE THEM TO YOU, MAYBE YOU CAN HELP US STAY MORE ORGANIZED. RIGHT. 
          SO. COUNCILMAN PRESCOTT, YOU KNOW, WHEN WHEN YOU GET ONBOARDED,
THERE'S TOO MUCH FOR YOU TO DIGEST. 
          SO WHETHER OR NOT SOMEBODY SAID, HEY, WE HAVE A STREETS PLAN,
WE'RE MAKING PROGRESS. 
          OVERALL, STREETS ARE IN GOOD SHAPE, BUT WE'VE GOT SOME REALLY BAD ONES. 
          BUT IT'S FUNDED, BUT IT'S KIND OF NOT FUNDED,
BUT WE'RE OKAY FOR THE NEXT, YOU KNOW, PROJECT. 
          BUT, YOU KNOW, HERE'S ALL THAT. SO THAT'S PROBABLY WHAT HE HEARD,
RIGHT? SO LET'S BREAK LET'S BREAK THIS DOWN FOR THAT'S KIND OF A GOOD PLAYBOOK POLICY FOR THE NEXT ON BOARD COUNCILMAN. RIGHT. HERE'S WHAT WE NEED TO BE ABLE TO IDENTIFY. 
          WE CAN IDENTIFY WHAT MOST COUNCILS WILL CONTINUE TO IDENTIFY IN LIKE,
WHAT ARE OUR MAIN PRIORITIES, WHAT ARE OUR CORE, YOU KNOW, SERVICES. AND SO MOST OF THE TIME YOU'RE GOING TO GET DOWN TO
STREETS AND TRASH AND THINGS LIKE THAT. 
          BUT THEN WHAT WE DIDN'T IDENTIFY SPECIFICALLY AT EACH ONE OF THOSE,
WE DIDN'T HAVE SOMETHING THAT SHOWED ONE QUESTION ONCE THAT SERVICE OR THAT PRIORITIES IDENTIFIED THE THE ANSWER SHOULD BE,
IS THERE A PLAN? RIGHT, RIGHT. SO IS THERE A PLAN IN PLACE FOR THAT DEPARTMENT,
RIGHT? YES OR NO? RIGHT. AND THEN WHERE YOU REALLY GOT TO GO NEXT IS,
IS IT FUNDED? AND IF YES, IS IT EXECUTED? RIGHT. SO ALL OF THESE IS IT MEASURED. 
          WHAT GETS MEASURED GETS DONE HAS TO COME AFTER THOSE THINGS. 
          SO THE REASON A LOT OF STUFF DOESN'T GET MEASURED AND COUNCILMAN DOESN'T KNOW IT IS. 
          WELL, IT WASN'T FUNDED. AND SO LIKE, IF, IF THAT'S THE,
THE THING THAT WE REALLY WANT TO HAND OFF IS DID WE PUT SOMETHING IN PLACE WHERE THE NEXT COUNCIL HAS TO UNFUND AN ACTIVE PLAN? THAT'S HARD TO DO. 
          WHAT REALLY HAPPENS IS, IS PEOPLE SEE THE NEED AND THEY REPRIORITIZE EXISTING FUNDING
BECAUSE THEY DIDN'T HAVE SOMETHING FUNDING LIKE. 
          SO THE STREETS IS A GOOD EXAMPLE OF, WELL, IT WAS FUNDED AND IT WASN'T SPENT LIKE THEY HAD
MONEY THERE. 
          THEY DIDN'T GO PUT IT INTO THE COMMUNITY. SO WE HAD TO UNCOVER THAT IN ORDER TO BRING IT
BACK AND THEN CREATE A PLAN OF FUNDING. 
          AND NOW WE HAVE A PLAN OF FUNDING GOING FORWARD. 
          AND SO $12 MILLION A YEAR WILL GET YOU THIS. AND SO THAT NEEDS TO BE COMMUNICATED BETTER
TO THE NEXT SET. 
          BUT WE GOT TO DO THAT ON EVERYTHING, RIGHT? SO COULD YOU HELP US BUILD SOMEWHAT OF A
SYSTEM THAT WOULD PROVIDE CONTINUITY AT A, AT A MORE OF A SUMMARY LEVEL? AND SO WE'RE JUST GOING TO HAVE TO BE BRUTALLY HONEST. 
          THEY'RE GOING TO BE SOME THINGS WHERE IT'S LIKE,
YEAH, WE DON'T HAVE A PLAN. LIKE THE PLAN IS, IS TAKE CARE OF WHATEVER BREAKS TOMORROW, YOU KNOW? AND THAT IS TRUE IN SOME AREAS. SO WOULD WE,
WOULD WE HAVE LIKE A ONE, THREE, FIVE YEAR PLAN THAT EACH DEPARTMENT, YOU KNOW, WE TASK STAFF WITH IT AND SAY, OKAY,
WHAT NEEDS TO BE DONE? COME FORWARD WITH A ONE, THREE, FIVE YEAR PLAN ON HOW THIS DOES BASED ON FUNDING EXISTING
FUNDING, NOT REACT, NOT JUST REACTIVE. WE KNOW THAT THERE'S SOME THAT WILL BE REACTIONARY THAT WE
WILL HAVE TO HAVE, AND THERE'LL BE SOME ROOM IN THERE. BUT THAT WAY WE CAN AND IT'S REVISITED EVERY YEAR SO
THAT WHEN NEW COUNCILS ARE ONBOARDED, THEY HAVE THE PLAN OF LIKE, HEY, THIS IS THE ONE,
THREE AND FIVE YEAR PLAN. 
          AND THEN THAT NEXT YEAR WE HAVE A NEW ONE YEAR PLAN. 
          AND I'M SAYING, IF YOU KEEP IT UP ON THESE HIGH LEVEL RIGHT NOW,
WE'VE GOT THREE AREAS THAT ARE ALL CONSIDERED A TOP PRIORITY. 
          WE'RE NOT EVEN RANKING THEM, BUT LIKE WE'RE NOT DOWN INTO QUALITY OF LIFE WHERE YOU'RE
GOING TO HAVE A LOT OF COLOR AND WELL, YOU'RE GOING TO HAVE A PROJECT. I'M JUST TALKING INFRASTRUCTURE RIGHT NOW. SO IF WE JUST
KEEP IT TO INFRASTRUCTURE AND WE SAY OUT OF THESE AREAS OF INFRASTRUCTURE, LET'S MAINTAIN A AT LEAST A 3 TO 5 YEAR PLAN. 
          YOU KNOW, THAT DOES SHOW FUNDING AND EXECUTION. 
          THEN WE HAVE SOMETHING THAT WE CAN MEASURE. BUT I THINK TO A GREAT DEAL,
THAT'S WHERE WE GOT LOST WHEN WE GOT STARTED BECAUSE YOU SAID COUNCILMAN TIPPS LIKE THERE WASN'T A HANDOFF. AND SO OBVIOUSLY, I THINK THAT'S TAKEN YEARS TO,
TO KIND OF GROW BACK THROUGH. 
          BUT IF WE WANT TO DO A GOOD HANDOFF, KEVIN, WHAT WE WOULD LOVE IS IF YOU TAKE YOUR
EXPERTISE, YOU HELP US BUILD OUT THAT BOILERPLATE ON SOMETHING THAT WE CAN RECOGNIZE MOVING FORWARD
AND AT LEAST DIRECTIONALLY, A PLAN THAT WE CAN GIVE STAFF TO SAY, HEY, THIS IS WHAT WE WANT TO FACILITATE A GREAT
HANDOFF TO THE NEXT COUNCIL BECAUSE WE MIGHT NOT BE HERE, BUT WE WANT TO HELP STAFF UNDERSTAND WHAT,
WHAT ARE THE GOALS? AND THEN THEY CAN COMMUNICATE THAT TO NEW PEOPLE AS THEY GET ON BOARDED ON COUNSELORS. 
          MAYOR. AND IF, IF THERE'S A BIG CHANGE, THEN THEY CAN REVISIT THAT AND SAY,
NO, WE DON'T WANT TO, BUT AT LEAST THERE'S A PLAN IN PLACE. AND I WOULD SAY THAT WHEN YOU COME ON COUNCIL
HOPEFULLY YOU'RE GOING TO GO OFF THE WISDOM OF THOSE THAT WERE BEFORE, AT LEAST FOR A MINUTE. AND THEN IF YOU WANT TO CHANGE THINGS,
YOU CAN CHANGE THINGS. BUT I THINK IT'S A THAT FACILITATES EXACTLY WHAT YOU STARTED THIS 
          [01:40:06]
WITH OF HOW ARE WE, HOW CAN WE SET THE FUTURE COUNCILS UP FOR SUCCESS? AND I THINK THIS IS A GREAT WAY. AND I THINK I MEAN,
THERE THERE SEEMS TO BE BECAUSE WE'VE HAD THIS THING CALLED PILLARS AND THEY'VE BEEN IN WRITING AND WE'VE HAD THEM THERE. BUT I THINK WHAT WE'VE NEVER DONE IS ARTICULATED
BENCHMARKS AND GOALS TO MEET. 
          WE JUST SAID, WOW, THIS IS REALLY IMPORTANT. AND THEN,
YOU KNOW, EVERY TIME WE COME ACROSS SOMETHING, WELL, WE'RE DOING THIS BECAUSE IT FALLS UNDER THE PILLARS. BUT WE NEVER HAD ANYTHING TO
MEASURE. 
          OKAY, WHAT DO WE WANT TO WE WANT TO ACCOMPLISH X BY Y,
AND THAT MEANS WE'RE SUCCESSFUL. 
          IF WE'RE NOT ACCOMPLISHING X BY Y, THEN WE'VE GOT TO CHANGE IT. 
          AND I THINK THAT'S ONE THING THAT'S BEEN MISSING BEFORE,
IS THE SPECIFICS TO PUT ON THERE TO HOW, HOW DO YOU KNOW WHAT, WHAT DOES SUCCESS LOOK LIKE? AND THEN TO DETERMINE WHETHER WE'RE ACHIEVING IT OR NOT. SO WELL DONE TODAY, EVERYONE. WE GOT TEN MINUTES HERE. 
          WE'VE PUT SOME DEFINITION TO THESE THINGS AND NOW GRAYSON AND HIS, HIS BROADER TEAM ARE GOING TO HAVE TO START WORKING ON THESE SUB SUBCOMPONENTS TO PUT
MEANINGFUL INFORMATION TO IT THAT THEN THEY PRESENT BACK. AND SO IT IS A BACK AND FORTH AND IT WILL TAKE,
I DON'T KNOW, A FEW MONTHS TO REALLY NAIL DOWN KIND OF THE STRATEGIC VISION FOR THE NEXT 3 TO 5 YEARS WITH ANY KIND OF MEANINGFUL
INFORMATION ON IT. 
          BUT THIS IS WE'RE HEADING IN THE RIGHT DIRECTION. 
          WELL, GOOD WORK TODAY. AND YEAH, I THINK, I THINK WE,
WE, WE MADE GOOD USE OF THE TIME. OKAY. KEVIN. I AGREE. LET ME, LET ME ASK A COUPLE QUICK QUESTIONS HERE. 
          SO GRAYSON IS, IS, YOU KNOW, HERE AND KIND OF LISTENING IN AND,
AND FOLLOWING. 
          AND SO GRAYSON WHAT I UNDERSTAND AND WE CAN,
WE CAN REDIRECT THIS, BUT WHAT I UNDERSTAND IS THAT WE NEEDED TO TAKE THAT FIRST STEP IN, IN KIND OF A, A LITTLE BIT OF A DANCE, YOU KNOW,
WHERE WE NEED YOU AND YOUR EXECUTIVE TEAM TO TAKE THAT NEXT STEP BACK TOWARDS US. 
          SO LIKE, WHAT WE WANTED TO DO HERE TODAY WAS REALLY,
YOU KNOW, DISCUSS AT A BETTER LEVEL ALL TOGETHER WHAT WE'VE BEEN SAYING IN JUST GENERALITIES WITH WITH MORE SPECIFICS. DID YOU HEAR THOSE AREAS LIKE,
AND YOU FEEL GOOD ABOUT THOSE AND, AND HAVE GOOD, YOU KNOW, MATERIAL TO TAKE TO YOUR TEAM TO GO WORK ON? NOT YET. I THINK THIS IS THE BEGINNING OF A PROCESS. 
          OBVIOUSLY, WE TOUCHED ON A FEW TOPICS TODAY,
BUT BUT I THINK WE ARE STARTING THAT DIRECTION. 
          I THINK THE GOAL I'LL BE BRINGING TO YOU GUYS ON AUGUST 25TH,
A PROPOSAL THAT KEVIN JOHNSON AND I HAVE BEEN WORKING ON TO, TO CONTINUE THIS EFFORT. AND SO IN THAT IN THAT PROPOSAL,
WE HAVE THERE'S THERE'S A THERE'S CONTINUED WORK BETWEEN COUNCIL AND AND THE TEAM AND MR. JOHNSON BETWEEN THE TEAM, MR. JOHNSON, SO FORTH. 
          I THINK TO GO TOWARDS THESE THIS INTENDED GOAL HERE. 
          SO I THINK WE'VE GOT THE STARTING OF THIS. I DON'T HAVE WHAT I NEED TODAY TO BRING BACK
THINGS TO YOU JUST YET, BECAUSE I THINK THERE'S A LOT MORE WE HAVEN'T COVERED YET AS,
AS WE AS WE TOUCHED ON TODAY. 
          SO, SO BUT I FEEL WE'RE HEADING IN THAT DIRECTION. OKAY. 
          SO MY EXPECTATION WAS WE WERE GOING TO MEET THEN KEVIN WOULD MEET WITH YOU AND YOUR TEAM. 
          Y'ALL WOULD KIND OF DISCUSS YOUR SIDE. WHAT? WHAT I'M HEARING YOU SAY IS,
IS WE HAVE MET HERE, BUT YOU YOU FEEL LIKE IT WOULD BE MORE PRODUCTIVE IF WE MEET AGAIN AND GO AHEAD AND WORK
THROUGH THE, YOU KNOW, THE OTHER ITEMS HERE AND THEN GIVE YOU THAT DELIVERABLE BEFORE YOU TAKE KEVIN
WITH YOU TO THE EXECUTIVE TEAM. 
          NO. NOT QUITE. AND I THINK THE PROPOSAL AND KEVIN,
YOU CAN SPEAK TO THIS A LITTLE BIT TOO. 
          IT'S THE PROPOSAL YOU PREPARED. AND SO KEVIN,
LET'S TURN OVER TO YOU REAL QUICK. HOW DID YOU ENVISION THIS HAPPENING? WELL, I THINK I THINK THIS DOES GIVE US ENOUGH OF A FRAMEWORK FOR GRAYSON. YES. FOR YOU AND I TO MEET AND START UNPACKING SOME OF THESE THINGS ALONG WITH
OTHER EXECUTIVE LEADERSHIP DIRECTOR LEADERSHIP TYPE THINGS. BUT WHEN IT COMES TO THE COUNCIL RELATIONSHIP WITH EXECUTIVE TEAM, I THINK THAT THIS IS A BIG FIRST STEP. AND AS FAR AS THE COUNCIL MEETING AGAIN BEFORE I MEET WITH GRAYSON OR BEFORE GRAYSON AND HIS TEAM STARTS TO FLESH SOME OF THESE
THINGS OUT, I DON'T THINK THAT'S NEEDED AT A HIGH LEVEL. GRAYSON MIGHT HAVE ONE OFF QUESTIONS AND
THINGS LIKE THAT, BUT THAT WOULD BE MY TAKE IS THAT THIS GIVES US A STARTING POINT. 
          GRAYSON, TO START WORKING BEHIND THE SCENES. OKAY. 
          [01:45:02]
DO YOU AGREE WITH THAT, GRAYSON? OR DO YOU THINK A PIECE IS MISSING? I THINK WE NEED TO
GET TOGETHER AND MAKE SURE. AND I KNOW THERE WAS A LOT OF LOT OF AREAS TALKED ABOUT. 
          WE TALKED ABOUT GRAYSON. IT'S BREAKING UP. I'M SORRY. I KNOW WE TALKED ABOUT WE TALKED
ABOUT PUBLIC SAFETY AND INFRASTRUCTURE AND AND WE TALKED ABOUT COMMUNITY SERVICE. 
          AND SO IF WE FEEL THAT'S IT, THEN I THINK I HAVE WHAT I NEED. 
          AND SO AND BUT I FELT I THOUGHT I TOOK AWAY THAT THERE WAS MORE THINGS THAT THE COUNCIL
WANTED TO DIVE INTO THAT WE RAN OUT OF TIME FOR. 
          SO. SO KEVIN, DO YOU DO YOU FEEL THAT YOU NEED TO MODIFY YOUR PROPOSAL YOU'VE GIVEN TO ME. 
          NO, NO, I THINK THAT THE PROPOSAL I'VE GIVEN TO YOU HAS A ME WORKING WITH YOU AND YOUR
TEAM, AND THEN ME WORKING WITH YOU AND THE COUNCIL. 
          AND THE COUNCIL. YEAH. AND THAT THAT STILL IS THE CASE IN YOUR RIGHT. 
          THERE IS MORE FOR THE COUNCIL TO DO. BUT I DON'T WANT TO THINK ABOUT IT. 
          THIS ISN'T JUST FOR YOU, GRACE. I'M TALKING TO THE WHOLE ROOM HERE AS WE WALK THIS OUT. 
          BUILDING A STRATEGIC MAP. IT'S THERE ARE TWO THERE ARE TWO CARS WERE DRIVING
SIMULTANEOUSLY NEXT TO ONE ANOTHER. 
          ONE CAR. IS THE COUNCIL GETTING CLEAR ON ITS OWN VISION AND HOW IT'S COMMUNICATING THAT TO
THE ORGANIZATION? THE OTHER CAR THAT WE'RE DRIVING AT THE SAME TIME IS GRAYSON LEADING HIS TEAM AND FLESHING
AND WALKING ALL THAT OUT. 
          THERE ARE STEPS THAT WE STILL HAVE A LOT OF PAVEMENT IN FRONT OF US FOR BOTH OF THOSE
LANES THAT WE NEED TO BE WALKING DOWN. 
          YEAH, THAT'S, THAT'S THE POINT I THINK I'M TRYING TO MAKE. AND SO I THINK THAT'S,
THAT'S, THAT'S WHAT I'M TRYING TO MAKE. SO I, I THINK, KEVIN, WITH YOUR GUIDANCE, I THINK WE CAN START THIS PROCESS, DEFINITELY START WORKING TOWARDS THIS. AND YEAH. 
          AND SO YEAH, OKAY. SO I JUST WANTED TO MAKE SURE THAT THE EXPECTATIONS WERE STILL THE
SAME. 
          SO LIKE WE'VE TAKEN THE FIRST STEP WE'RE LOOKING FOR YOU GUYS WANTED TO CONFIRM,
LIKE YOU'RE READY TO TAKE THAT STEP BACK TOWARDS US. 
          YES, I KNOW IT'S A DANCE. IT'S GOING TO GO BACK AND FORTH. 
          BUT WE WOULD COME BACK TO MEET AGAIN WITH KEVIN AFTER HE MEETS WITH YOU GUYS NEXT. 
          RIGHT. SO SO THAT'S WHAT I'M LOOKING FOR. YEAH,
I THINK SO. 
          YES. I THINK, YEAH, AGAIN, THIS IS GOING TO BE KIND OF SOUNDS LIKE A BACK AND FORTH
BECAUSE I WOULD ENCOURAGE COUNCIL TO WORK WITH STAFF. AS YOU'RE DEVELOPING THE STRATEGIC PLAN THOUGH TODAY WAS JUST COUNCIL ONLY. I THINK STAFF HAS SOME VALUE TO ADD TO THESE
CONVERSATIONS GOING FORWARD. 
          AND I WOULD RECOMMEND THAT WE NOT JUST DO LIKE A STAFF ONLY COUNCIL ONLY STAFF ONLY
COUNCIL ONLY. 
          I THINK WE SHOULD PROBABLY RECONVENE THE FUTURE. 
          COULD I ASK THOUGH? I THINK IT'S BEEN VERY BENEFICIAL,
RIGHT, FOR US TO JUST HAVE US IN HERE. 
          OH YES. THIS IS WHAT WE NEEDED, RIGHT? YES. I THINK IT WOULD BE BENEFICIAL FOR JUST YOU
AND YOUR EXECUTIVE TEAM TO MEET WITH KEVIN WITHOUT US, RIGHT? YEAH, I AGREE. BECAUSE WE WORK TO BE DONE. 
          WE CAN BOTH WE CAN DO OFFLINE WORK. AND SO YES,
THEN THEN I WOULD LOVE TO HAVE THE FOLLOW UP WHERE EVERYBODY'S BACK AND WE CAN REALLY PUT SOME WHEELS ON IT. YEAH, I THINK SO. SO YEAH,
I THINK, I THINK THIS AS I'M SEEING THIS MORE WITH KEVIN'S HELPING ME UNDERSTAND, I THINK THIS IS GETTING BACK TO WHAT KEVIN WAS GUIDING ME WITH THE PROPOSAL. 
          SO YEAH, WE'LL I'LL BRING THIS CONTRACT BACK BECAUSE OBVIOUSLY I GOT KEVIN WANTS TO BE
PAID. 
          AND SO I'M GOING TO BRING THE PROPOSAL BACK TO YOU GUYS TO,
TO INK THAT SO WE CAN SO WE CAN START THAT ENGAGEMENT ON AUGUST 25TH. 
          AND WE WILL START WORKING WITH STAFF AND KEVIN AND,
AND GET BACK WITH YOU ALL AND START THIS PROCESS TOWARDS DEVELOPING OUR STRATEGIC PLAN. 
          COUNCILMAN. YOU GOT SOMETHING? YEAH. LET ME JUST. 
          I HAVE REAL CLARITY ON INFRASTRUCTURE, PUBLIC SAFETY,
AND CUSTOMER SERVICE. 
          THAT'S GREAT. I DON'T FEEL LIKE I'VE GOT MUCH CLARITY TODAY OUT OF THE OTHER. 
          THE GROWTH MOVING FORWARD AND THEN THE QUALITY OF LIFE. 
          YEAH I AGREE. THAT WAS THE POINT I WAS TRYING TO MAKE. AND SO I THINK THERE'S MORE GROUND
TO BE COVERED. 
          WELL AND AND SO FAR WE'VE WE'VE KIND OF CAPTURED THESE THREE THAT WE DIDN'T NUMBER IN
VALUE, BUT WE DID KIND OF PUT THEM ALL AS A TOP PRIORITY. 
          WE'RE TRYING TO KIND OF TAKE THAT AS A FIRST STEP. 
          I AGREE WITH YOU. QUALITY OF LIFE IS, IS A BIGGER TOPIC THAT THAT IS SUBJECTIVE. 
          IT'S NOT QUITE AS YOU KNOW, OBJECTIVE. SO CAN,
CAN WE START THERE? AND DO YOU HAVE ENOUGH TO GET STARTED? YEAH. YEAH,
I THINK SO. 
          BECAUSE THE POINT I WAS GOING TO MAKE ABOUT 45 MINUTES AGO WAS I MAYOR TO YOUR POINT,
YOU ASKED ABOUT ABOUT WHAT WAS STAFF LOOKING FOR? I MEAN, I, I AS A MANAGER AND AS AND ON BEHALF OF THE STAFF,
I KNOW WE DO JUGGLE A LOT OF BALLS AT ONE TIME. 
          AND SO I LIKE I THINK IT'S GOOD FOR STAFF AND COUNCIL TO ALWAYS REMEMBER THAT THERE ARE
ALWAYS SIMULTANEOUS PRIORITIES. 
          AND SO WHILE SOMETIMES WE CAN GET INTO A MINDSET THAT THIS IS THE PRIORITY TODAY,
IT'S HELPFUL WHEN ALL PARTIES RECOGNIZE THAT THERE THIS IS A BURNING ISSUE, BUT THERE'S ALWAYS SIMULTANEOUS BALLS WE'RE JUGGLING AS WELL. 
          SO AGAIN, I, I'M NOT NECESSARILY LOOKING FOR A PRIORITY ONE,
PRIORITY TWO, BECAUSE I KNOW THERE'S LOTS OF THINGS WE HAVE TO BE DOING AT THE SAME TIME. 
          I JUST, I JUST WANT FOR, FOR COUNCIL STAFF AND CITIZENS TO REMEMBER THAT THERE'S LOTS OF
BALLS JUGGLING AT ONE TIME. 
          [01:50:03]
SO WHILE WE MAY GET FOCUSED TODAY ON ONE THING,
WE DON'T LOSE SIGHT THAT THERE'S LOTS OF OTHER THINGS WE GOT TO BE DOING AT THE SAME TIME. 
          GREAT. SO I JUST WANT TO SAY LIKE, I FEEL LIKE I HAVE A GOOD EXPECTATION MOVING FORWARD,
HOW WE'RE WORKING THIS OUT. 
          COUNCIL ANY OTHER TAKEAWAYS FROM ANY ANYBODY INDIVIDUALLY THAT WE WANT TO MAKE SURE WE WE
COMMUNICATE ALL GOOD. 
          KEVIN. MAN, GOOD JOB OF DRIVING. WELL THANK YOU. 
          LET ME PUT ONE POINT ON SOMETHING. IT'S IT'S GREAT. 
          THERE'S A LOT OF MEAT ON THE BONE FOR THE CITY OF AMARILLO. 
          RIGHT? THERE'S A LOT TO BE DONE. AND WHAT ONE OF THE THINGS I'M FOCUSED ON AS I WORK WITH
EVERYONE IS BUILDING GOOD HABITS, RIGHT? IF WE WANT TO BENCH PRESS X AMOUNT OF WEIGHT I'M JUST TRYING TO HELP US BUILD THE RIGHT HABITS THAT PUT US IN A POSITION TO DO THAT. 
          AND SO YES, TO GRACE'S POINT, TO YOUR POINT,
LES, THERE'S A LOT MORE WE COULD TALK ABOUT NEEDS TO BE TALKED ABOUT. 
          WE WANT TO TALK ABOUT. AND THAT WILL ALWAYS BE THE CASE TODAY AND IN TEN YEARS. 
          I THINK WHAT WE WANT TO START WORKING ON IS BUILDING THE RIGHT STRUCTURES AND HABITS AND
RHYTHMS TO BE EFFECTIVE AS, AS AN ENTERPRISE. SO THAT'S WHAT WE'RE TRYING TO DO. 
          YOU KNOW, WHEN IT COMES TO QUALITY OF LIFE AND,
AND OTHER ASPECTS OF THE CITY, ONE OF THE THINGS I'M GOING TO BE WORKING WITH GRAYSON ON AND HIS TEAMS IS ON ONE HAND, IMAGINE A CITY COUNCIL DIDN'T EXIST AND DIDN'T GIVE YOU ANY
PRIORITIES. 
          WHAT DOES SUCCESS LOOK LIKE IN YOUR AREA? RIGHT? YOU DON'T COUNCIL SHOULDN'T HAVE TO DEFINE SUCCESS AND ALL THESE AREAS,
RIGHT? AND SO THE COUNCIL COMES IN TO, TO SHOW WHERE AREAS OF EPHESUS ARE AND,
AND DAVE, DAVID, THAT'S WHAT YOU'RE TRYING TO GET AT IS, IS WHAT IS THAT MAIN THING? WELL, WE GOT TO GET THESE HEALTHY HABITS IN PLACE FIRST,
AND I THINK THIS COUNCIL IS IN A GREAT OPPORTUNITY TO ESTABLISH THAT OVER THE NEXT TEN MONTHS. 
          AND GRAYSON HAS AN OPPORTUNITY IN THE WAY THAT HE AND HIS TEAM,
HIS TEAM LEADS. 
          THE ORGANIZATION HAS A GOOD OPPORTUNITY TO PUT THE THE WHOLE TEAM IN A POSITION SO THAT WE
CAN MAKE SOME OF THOSE MORE GROWTH ORIENTED STEPS. SO I DON'T KNOW IF I HOPE SOME OF THAT MADE SENSE. 
          MAN. IT DID. I THINK WE ACCOMPLISHED A LOT IN A SHORT TIME. 
          SO KEVIN, THANK YOU FOR YOUR TIME. TO THE STAFF THAT HAD TO SET ALL THIS UP AND
COORDINATE. 
          THANKS FOR TAKING YOUR TIME OUT THIS MORNING. 
          AND THEN WE LOOK FORWARD TO HEARING BACK FROM YOU. 
          WE KNOW YOU'RE GOING TO TAKE THAT NEXT STEP WITH MANAGEMENT AND THEN REACH BACK OUT TO US, KEVIN, WHEN YOU'RE READY. IT'S GOOD TO SEE EVERYBODY. 
          HEY. THANK YOU. YOU GUYS HAVE A GREAT DAY, GENTLEMEN. YOU'RE ADJOURNED.
* This transcript was compiled from uncorrected Closed Captioning.